CUSTOMER RELATIONSHIP MANAGEMENT WRT ICICI BANK

ABSTRACT

The study is about the potential of ICICI BANKS among customers in HYD.
Now a day every company wants to procure more customers. The customers are potential to
every company. So the potential is improved when the company knows the people’s want and try
to satisfy needs and wants of the people. The study finds out, the ICICI BANKS has more
customers. The customers want high capacity, good service, and easy transport. The
methodology which is implemented is to collect data by direct interview, questionnaire, and by
referring websites, books magazines, etc. Ultimately most of the customers are highly satisfied
with the, high capacity, good service, and easy transport.

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INDEX PAGE NO

CHAPTER I 03
INTRODUCTION
NEED OF THE STUDY
SCOPE OF THE STUDY
OBJECTIVES OF THE STUDY
RESEARCH METHODOLOGY
LIMITATIONS OF THE STUDY
CHAPTER II 13
REVIEW OF THE LITERATURE
CHAPTER III 33
INDUSTRY & COMPANY PROFILE
CHAPTER IV 55
DATA ANALYSIS & INTERPRETATION
CHAPTER V 65
FINDINGS
SUGGESTIONS
CONCLUSION
BIBILOGRAPHY

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 CHAPTER I
INTRODUCTION

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INTRODUCTION:
Customer relationship management (CRM) is a term that refers to practices, strategies
and technologies that companies use to manage and analyze customer interactions and data
throughout the customer lifecycle, with the goal of improving business relationships with
customers, assisting in customer retention and driving sales growth. CRM systems are designed
to compile information on customers across different channels -- or points of contact between the
customer and the company -- which could include the company's website, telephone, live chat,
direct mail, marketing materials and social media. CRM systems can also give customer-facing
staff detailed information on customers' personal information, purchase history, buying
preferences and concerns. CRM software consolidates customer information and documents into
a single CRM database so business users can more easily access and manage it. The other main
functions of this software include recording various customer interactions (over email, phone
calls, social media or other channels, depending on system capabilities), automating various
workflow processes such as tasks, calendars and alerts, and giving managers the ability to track
performance and productivity based on information logged within the system.

CRM DEFINITION
What is customer relationship management or CRM? If you ask this question to a dozen experts,
you may get a dozen different explanations. Everyone who gets benefits from CRM has their
own CRM definition about what it is; but all of these persons are agreed as to what it is not. Thus
it is a bit difficult to provide a correct CRM definition.

GENERAL CRM DEFINITION

In general, Customer Relationship Management (CRM) is a term representing the business
strategy built around the concept of improved customer service. CRM practice involves all
aspects of communication and dealing an organization has with its client, whether it is product or
service linked. More clearly, CRM aims at increasing customer satisfaction, consequently
increasing a business’ income.

ALTERNATE CRM DEFINITIONS

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"Customer Relationship Management, CRM, aims at providing better customer service, retaining
customers as long-term profitable customers, selling services/products more effectively, gaining
new customers from present customers through referrals, and providing helping hand to
salespeople".

"CRM is a process of building partnerships with your clients/customers, which involves

technology, personal marketing techniques, strategic planning, and internal business processes
from customer service, sales and marketing to build a relationship that adds to revenue margins
and productivity".

DEFINITION OF CRM SOLUTIONS

CRM solutions allow company to know who its customer is and what his/her specific
requirements are. To be precise, CRM solutions collect information about customers and
evaluate that information.

EXAMPLES:
 A database which purposely tracks consumer service issues, and a web page that permits
customers to verify inventory availability, check order position and put orders.
 Capturing visitor information to your website, which includes visitor’s name, e-mail ID,
location and his purchasing choices.
CRM solutions also supply the capacity to interact with consumers through any medium they
select and distribute information to consumers in real-time. Along with fulfilling the above goal,
the good CRM systems examine and provide absolute view of customer's behavior patterns, past
and present dealings to sales executives in order to suggest the best available product or solution
to the customer.

DEFINITION OF WEB-BASED/HOSTED CRM

Web-based CRM, also known as hosted CRM, online CRM or on-demand CRM, are examples
of SaaS (Software as a Service). The central database is managed by CRM provider who from
his client’s behalf collects, maintains and shares data, as well as provides analysis and
management tools to improve the CRM based practices. On-demand CRM is much easy to set-

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up and maintain as no software installation or server maintenance is required. In today's
competitive business environment it has became essential for all enterprises.

CRM DEFINITION: CONCLUSION

Customer mentalities are always growing, and business services should increase along with these
potentials. Here, the definition of CRM can be stated as a way through which companies can
interact with their customers and so serve them better. Businesses with wealthy CRM approaches
and applications will result in a large raise in sales, customer pleasure, and merely the overall
achievement of the business.

THE ESALESTRACK DIMENSION OF CRM

eSalesTrack has revolutionized traditional CRM practices. The customization capabilities, multi-
user access, multi-level data management, high-grade data encryption, problem-free servers,
small monthly fee per user, all make it the superior choice for any small or medium sized
business CRM practice.

Evolution of CRM – A Diagrammatic Representation

Before implement ICICI BANK any Customer Relationship Management solution in the
organization there are many questions which need a comprehensive explanation from the user’s
point of view.
o What is the added value preposition of the CRM to the organization?
o What would be the environment under which the implementation done?
o How would the synergies be reflecting ICICI BANK in the processes of the company?
These are mere stencils of the holistic scenario prevalent right now, and are to a great extent a
factor which harms the opportunities of long-term survival for any CRM vendor.

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NEED OF THE STUDY
 Organization ICICI BANK is competitive environment with relationship
management of customer and they are attracting ICICI BANK the customer
with some effective sale promotions.
 Organization need to evaluate the purpose, utility, effectiveness of customer
satisfaction.
 They are fails to evaluate this customer relationship management.
 So these studies has been undertaken to assess the customer relationship
management in the organization.
 Companies have to increasingly pursue a customer centric competitive strategy
rather than a product centric one.
 Customers demand constant access, immediate response & a personalized
touch.
 Focus is shifting from supply chain to demand chain effectiveness.
 Better understanding & intelligent management of customer relationship is
essential for survival.

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SCOPE OF THE STUDY:

This study will provide an insight into the automobile sector and the steps being taken by them to
improve their relationship with their guests/customers.
From the study, one can infer the present scenario of the practices and programs being followed
by the leading players in this sector and the steps being followed by them to enhance customer
retention, customer satisfaction and in turn, leading to enhanced profits and brand image in the
minds of the customers.

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OBJECTIVES OF THE STUDY
 To quickly identify, contact, attract and acquire new customers.
 To obtain a better understanding of the customers, and their wants and needs.
 To define appropriate product and service offering and match it to the customers unique
needs.
 To identify cross selling and up-selling opportunities.
 To increase retention of existing customers through improved after sales, service, &
support.

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RESEARCH METHAODOLOGY
Research design:
“Research design is the plan, structure. And strategy of investigation conceived so
as to obtain answers to research questions and to control variance”
KERL HDFC BANKER
The research designs are both descriptive and exploratory in nature. The objectives of this study
is to answer the “who, what, when, where and How “of the subject under investigation.

METHOD OF WEIGHTED AVERAGE FOR RANKS:

This method is used to complete the weighted averages for the rank to determine
which factor is the most preferred one. The ranks are taken as the variable and the numbers of
people are the weights for each rank. From the weighted averages the most preferred factor is
chosen as the one with the minimum average. The next average selects the rank and the
procedure continues for other ranks also.
.
RESEARCH OBJECTIVE
 To study about the bank ICICI BANKservices.
 To study about the ICICI BANKproducts.
 To know about why the customer like HDFC BANK.
 Are they happy with the service?
 To know about what customer needs and what the company is provide HDFC BANK.
 To know about how they fulfil the needs of the customers.
 To know about the service.

SOURCE OF DATA:
Data, which is to be used for the project, has come both from primary sources as
well as secondary sources

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PRIMARY DATA SOURCES:
The crux of the report is based on the information collected from the respondents with the
help of questionnaires. The primary source of information have been consumers who have filled
up the questionnaire
Consumer who interviewed separately and the respondents jotted down in the
questionnaire for the purpose.

SECONDARY DATA SOURCES:

Information has also been borrow from both internal sources such as company
records and external sources like journal, magazines and book on market ICICI BANK research

DATA COLLECTION METHOD:

The survey method was employed for primary data collection. The medium of date
collection was through personal interviews. Where the respondents were questioned in face-to-
face meet ICICI BANK the consumers were met either in their homes (or) place of work. Some
of respondents were questioned through telephones,

TOOLS FOR DATA COLLECTION

The data was collected through structured questionnaire. Questions can be
categorized into multi-choice and open-ended questions. Questionnaires were designed for
consumers. Care was taken to ensure that the questions framed were compatible with research
objectives.
Firstly, by take ICICI BANK the sample questionnaires, a pilot survey have been
conducted among the various sections of the people. Word ICICI BANK and sequence ICICI
BANK of questions, choice of respondents, information sought and instruments clarity as a
whole, were tested. After take ICICI BANK the exactness and correctness the final version of the
questionnaire has been drafted and was taken up for field survey purposes.

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STASTICAL TOOLS:
In the context of the present study, the follow ICICI BANK statistical tools have been
used:

FREQUENCY DISTRIBUTION TABLE:

A frequency distribution refers to data classified on the basis of some variable, which
can be measured such as age, income etc.

PERSENTAGES:
percentages are used to describe relationships, since they reduce every the ICICI
BANK to a common base and there by allow mean ICICI BANK full comparisons to be made.

PIE DIAGRAM/BAR DIAGRAM:

There are pictorial representations of statistical data with several subdivisions in a
circular from and column from respectively.

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LIMITATIONS OF THE STUDY

 As the time given for the completion of the project was limited.
 The survey was restricted to Hyderabad and Secunderabad only.
 They may be few opinions, which might have been missed out.
 The information collected and opinions are of customers as to what they feel. Thus
the accuracy and information collected depends upon the perception of each respondent
and circumstances involved.
 The study has been conducted by including 100 customers. Though the sample is
highly representative of the population, it does not cover the entire market of customers.
 Analysis could not draw for the entire questionnaire; only specific questions have
been analyzed and interpreted.
 Due to time constraint more information can not be collected.

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 CHAPTER II
REVIEW OF LITERATURE

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CUSTOMER RELATIONSHIP MANAGEMENT
CRM stands for Customer Relationship Management. It is a strategy used to learn more about
customers' needs and behaviors in order to develop stronger relationships with them. After all,
good customer relationships are at the heart of business success. There are many technological
components to CRM, but thinking about CRM in primarily technological terms is a mistake. The
more useful way to think about CRM is as a process that will help bring together lots of pieces of
information about customers, sales, marketing effectiveness, responsiveness and market trends.

Goals of CRM:

The idea of CRM is that it helps businesses use technology and human resources to gain insight
into the behavior of customers and the value of those customers. If it works as hoped, a business
can:

 Provide better customer service

 Make call centers more efficient

 Cross sell products more effectively

 Help sales staff close deals faster

 Simplify marketing and sales processes

 Discover new customers

 Increase customer revenues

It doesn't happen by simply buying software and installing it. For CRM to be truly effective, an
organization must first decide what kind of customer information it is looking for and it must
decide what it intends to do with that information. For example, many financial institutions keep

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track of customers' life stages in order to market appropriate banking products like mortgages or
IRAs to them at the right time to fit their needs.

Next, the organization must look into all of the different ways information about customers
comes into a business, where and how this data is stored and how it is currently used. One
company, for instance, may interact with customers in a myriad of different ways including mail
campaigns, Web sites, brick-and-mortar stores, call centers, mobile sales force staff and
marketing and advertising efforts. Solid CRM systems

Link up each of these points. This collected data flows between operational systems (like sales
and inventory systems) and analytical systems that can help sort through these records for
patterns. Company analysts can then comb through the data to obtain a holistic view of each
customer and pinpoint areas where better services are needed. For example, if someone has a
mortgage, a business loan, an IRA and a large commercial checking account with one bank, it
behooves the bank to treat this person well each time it has any contact with him or her.

Need for a CRM project:

Not really. But one way to assess the need for a CRM project is to count the channels a customer
can use to access the company. The more channels you have, the greater need there is for the
type of single centralized customer view a CRM system can provide.

How long will it take to get CRM in place?

A bit longer than many software salespeople will lead you to think. Some vendors even claim
their CRM "solutions" can be installed and working in less than a week. Packages like those are
not very helpful in the long run because they don't provide the cross-divisional and holistic
customer view needed. The time it takes to put together a well-conceived CRM project depends
on the complexity of the project and its components.

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CRM cost:

A recent (2001) survey of more than 1,600 business and IT professionals, conducted by The Data
Warehousing Institute found that close to 50% had CRM project budgets of less than $500,000.
That would appear to indicate that CRM doesn't have to be a budget-buster. However, the same
survey showed a handful of respondents with CRM project budgets of over $10 million.

What are some examples of the types of data CRM projects should be collecting?

 Responses to campaigns

 Shipping and fulfillment dates

 Sales and purchase data

 Account information

 Web registration data

 Service and support records

 Demographic data

 Web sales data

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Customer relationship management is a broadly recognized, widely-implemented strategy for
managing and nurturing a company’s interactions with clients and sales prospects. It involves
using technology to organize, automate, and synchronize business processes—principally sales
activities, but also those for marketing, customer service, and technical support. The overall
goals are to find, attract, and win new clients, nurture and retain those the company already has,
entice former clients back into the fold, and reduce the costs of marketing and client service.
Once simply a label for a category of software tools, today, it generally denotes a company-wide
business strategy embracing all client-facing departments and even beyond. When an
implementation is effective, people, processes, and technology work in synergy to increase
profitability, and reduce operational costs.

Benefits

These tools have been shown to help companies attain these objectives:

 Streamlined sales and marketing processes

 Higher sales productivity
 Added cross-selling and up-selling opportunities
 Improved service, loyalty, and retention
 Increased call center efficiency
 Higher close rates
 Better profiling and targeting
 Reduced expenses
 Increased market share
 Higher overall profitability
 Marginal costing
 Creates communication

Challenges

Tools and workflows can be complex to implement, especially for large enterprises. Previously
these tools were generally limited to contact management: monitoring and recording interactions

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and communications. Software solutions then expanded to embrace deal tracking, territories,
opportunities, and at the sales pipeline itself. Next came the advent of tools for other client-
facing business functions, as described below. These technologies have been, and still are,
offered as on-premises software that companies purchase and run on their own IT infrastructure.
Perhaps the most notable trend has been the growth of tools delivered via the Web, also known
as cloud computing and software as a service (SaaS). In contrast with traditional on-premises
software, cloud-computing applications are sold by subscription, accessed via a secure Internet
connection, and displayed on a Web browser. Companies don’t incur the initial capital expense
of purchasing software; neither must they buy and maintain IT hardware to run it on.

Despite all this, many companies are still not fully leveraging these tools and services to align
marketing, sales, and service to best serve the enterprise. Often, implementations are fragmented;
isolated initiatives by individual departments to address their own needs. Systems that start
disunited usually stay that way: Siloed thinking and decision processes frequently lead to
separate and incompatible systems, and dysfunctional processes.

Types/variations

Sales Force Automation

A sales force automation (SFA) system provides an array of capabilities to streamline all phases
of the sales process, minimizing the time that sales representatives need to spend on manual data
entry and administration. This allows them to successfully pursue more clients in a shorter
amount of time than would otherwise be possible. At the heart of SFA is a contact management
system for tracking and recording every stage in the sales process for each prospective client,
from initial contact to final disposition. Many SFA applications also include insights into
opportunities, territories, sales forecasts and workflow automation, quote generation, and product
knowledge. Newly-emerged priorities are modules for Web 2.0 e-commerce and pricing.

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Marketing

Systems for marketing (also known as marketing automation) help the enterprise identify and
target its best clients and generate qualified leads for the sales team. A key marketing capability
is tracking and measuring multichannel campaigns, including email, search, social media, and
direct mail. Metrics monitored include clicks, responses, leads, deals, and revenue. As marketing
departments are increasingly obliged to demonstrate revenue impact, today’s systems typically
include features for measuring the ROI of campaigns.

Customer Service and Support

Recognizing that service is an important differentiator, organizations are increasingly turning to

technology platforms to help them improve their clients’ experience while aiming to increase
efficiency and minimize costs. Even so, a 2009 study revealed that only 39% of corporate
executives believe their employees have the right tools and authority to solve client problems.
“The core for these applications has been and still is comprehensive call center solutions,
including such features as intelligent call routing, computer telephone integration (CTI), and
escalation capabilities.

Analytics

Relevant analytics capabilities are often interwoven into applications for sales, marketing, and
service. These features can be complemented and augmented with links to separate, purpose-
built applications for analytics and business intelligence. Sales analytics let companies monitor
and understand client actions and preferences, through sales forecasting, data quality, and
dashboards that graphically display key performance indicators (KPIs).

Marketing applications generally come with predictive analytics to improve segmentation and
targeting, and features for measuring the effectiveness of online, offline, and search marketing
campaign Web analytics have evolved significantly from their starting point of merely tracking
mouse clicks on Web sites. By evaluating “buy signals,” marketers can see which prospects are

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most likely to transact and also identify those who are bogged down in a sales process and need
assistance. Marketing and finance personnel also use analytics to assess the value of multi-
faceted programs as a whole.

These types of analytics are increasing in popularity as companies demand greater visibility into
the performance of call centers and other support channels, in order to correct problems before
they affect satisfaction levels. Support-focused applications typically include dashboards similar
to those for sales, plus capabilities to measure and analyze response times, service quality, agent
performance, and the frequency of various issues.

Integrated/Collaborative

Departments within enterprises—especially large enterprises—tend to function in their own little

worlds. Traditionally, inter-departmental interaction and collaboration have been infrequent and
rivalries not uncommon. More recently, the development and adoption of the tools and services
has fostered greater fluidity and cooperation among sales, service, and marketing. This finds
expression in the concept of collaborative systems which uses technology to build bridges
between departments.

For example, feedback from a technical support center can enlighten marketers about specific
services and product features clients are asking for. Reps, in their turn, want to be able to pursue
these opportunities without the time-wasting burden of re-entering records and contact data into
a separate SFA system. Conversely, lack of integration can have negative consequences: system
isn’t adopted and integrated among all departments, several sources might contact the same
clients for an identical purpose. Owing to these factors, many of the top-rated and most popular
products come as integrated suites.

Small Business

Basic client service can be accomplished by a contact manager system, an integrated solution
that lets organizations and individuals efficiently track and record interactions, including emails,
documents, jobs, faxes, scheduling, and more. This kind of solution is gaining traction with even

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very small businesses, thanks to the ease and time savings of handling client contact through a
centralized application rather than several different pieces of software, each with its own data
collection system. In contrast these tools usually focus on accounts rather than individual
contacts. They also generally include opportunity insight for tracking sales pipelines plus added
functionality for marketing and service. As with larger enterprises, small businesses are finding
value in online solutions, especially for mobile and telecommuting workers.

Social Media

Social media sites like Twitter and Facebook are greatly amplifying the voice of people in the
marketplace, and are predicted to have profound and far-reaching effects on the ways companies
manage their clients. This is because people are using these social media sites to share opinions
and experiences on companies, products, and services. As social media isn’t moderated or
censored, individuals can say anything they want about a company or brand, whether pro or con.

Increasingly, companies are looking to gain access to these conversations and take part in the
dialogue. More than a few systems are now integrating to social networking sites. Social media
promoters cite a number of business advantages, such as using online communities as a source of
high-quality leads and a vehicle for crowd sourcing solutions to client-support problems.
Companies can also leverage client stated habits and preferences to personalize and even “hyper-
target” their sales and marketing communications.

Some analysts take the view that business-to-business marketers should proceed cautiously when
weaving social media into their business processes. These observers recommend careful market
research to determine if and where the phenomenon can provide measurable benefits for client
interactions, sales, and support.

Non-profit and Membership-based

Systems for non-profit and membership-based organizations help track constituents and their
involvement in the organization. Capabilities typically include tracking the following: fund-

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raising, demographics, membership levels, membership directories, volunteering and
communications with individuals.

Many include tools for identifying potential donors based on previous donations and
participation. In light of the growth of social networking tools, there may be some overlap
between social/community driven tools and non-profit/membership tools.

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Strategy

Choosing and implementing a system is a major undertaking. For enterprises of any appreciable
size, a complete and detailed plan is required to obtain the funding, resources, and company-
wide support that can make the initiative successful. Benefits must be defined, risks assessed,
and cost quantified in three general areas:

 Processes: Though these systems have many technological components, business

processes lie at its core. It can be seen as a more client-centric way of doing business, enabled by
technology that consolidates and intelligently distributes pertinent information about clients,
sales, marketing effectiveness, responsiveness, and market trends. Therefore, before choosing a
technology platform, a company needs to analyze its business workflows and processes; some
will likely need re-engineering to better serve the overall goal of winning and satisfying clients.
Moreover, planners need to determine the types of client information that are most relevant, and
how best to employ them.

 People: For an initiative to be effective, an organization must convince its staff that
change is good and that the new technology and workflows will benefit employees as well as
clients. Senior executives need to be strong and visible advocates who can clearly state and
support the case for change. Collaboration, teamwork, and two-way communication should be
encouraged across hierarchical boundaries, especially with respect to process improvement.

 Technology: In evaluating technology, key factors include alignment with the company’s
business process strategy and goals; the ability to deliver the right data to the right employees;
and sufficient ease of use that users won’t balk. Platform selection is best undertaken by a
carefully chosen group of executives who understand the business processes to be automated as
well as the various software issues. Depending upon the size of the company and the breadth of
data, choosing an application can take anywhere from a few weeks to a year or more.

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Implementation

Implementation Issues

Dramatic increases in revenue, higher rates of client satisfaction, and significant savings in
operating costs are some of the benefits to an enterprise. Proponents emphasize that technology
should be implemented only in the context of careful strategic and operational planning.
Implementations almost invariably fall short when one or more facets of this prescription are
ignored:

 Poor planning: Initiatives can easily fail when efforts are limited to choosing and
deploying software, without an accompanying rationale, context, and support for the workforce.
In other instances, enterprises simply automate flawed client-facing processes rather than
redesign them according to best practices.

 Poor integration: For many companies, integrations are piecemeal initiatives that address
a glaring need: improving a particular client-facing process or two or automating a favored sales
or client support channel. Such “point solutions” offer little or no integration or alignment with a
company’s overall strategy. They offer a less than complete client view and often lead to
unsatisfactory user experiences.

 Toward a solution: overcoming siloed thinking. Experts advise organizations to recognize

the immense value of integrating their client-facing operations. In this view, internally-focused,
department-centric views should be discarded in favor of reorienting processes toward
information-sharing across marketing, sales, and service. For example, sales representatives need
to know about current issues and relevant marketing promotions before attempting to cross-sell
to a specific client. Marketing staff should be able to leverage client information from sales and
service to better target campaigns and offers. And support agents require quick and complete
access to a client’s sales and service history.

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Adoption Issues

Historically, the landscape is littered with instances of low adoption rates. In 2003, a Gartner
report estimated that more than $1 billion had been spent on software that wasn’t being used.
More recent research indicates that the problem,while perhaps less severe, is a long way from
being solved. According to a CSO Insights less than 40 percent of 1,275 participating companies
had end-user adoption rates above 90 percent.

In a 2007 survey from the U.K., four-fifths of senior executives reported that their biggest
challenge is getting their staff to use the systems they’d installed. Further, 43 percent of
respondents said they use less than half the functionality of their existing system; 72 percent
indicated they’d trade functionality for ease of use; 51 percent cited data synchronization as a
major issue; and 67 percent said that finding time to evaluate systems was a major problem. With
expenditures expected to exceed $11 billion in 2010, enterprises need to address and overcome
persistent adoption challenges. Specialists offer these recommendations
http://en.wikipedia.org/wiki/Customer_relationship_management - cite_note-dickie-11for
boosting adoptions rates and coaxing users to blend these tools into their daily workflow:

 Choose a system that’s easy to use: All solutions are not created equal. Some vendors
offer more user-friendly applications than others, and simplicity should be as important a
decision factor as functionality.

 Choose the right capabilities: Employees need to know that time invested in learning and
usage will yield personal advantages. If not, they will work around or ignore the system.

 Provide training: Changing the way people work is no small task, and help is usually a
requirement. Even with today’s more usable systems, many staffers still need assistance with
learning and adoption. Provide consistent support. Prompt, expert, always-accessible technical
support goes a long way to facilitate use and confidence with a new system

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Successful CRM implantation

 Break your CRM project down into manageable pieces by setting up pilot programs and
short-term milestones.
 Starting with a pilot project that incorporates all the necessary departments and groups
that gets projects rolling quickly but is small enough and flexible enough to allow tinkering
along the way.
 Make sure your CRM plans include a scalable architecture framework.
 Don't underestimate how much data you might collect (there will be LOTS) and make
sure that if you need to expand systems you'll be able to.
 Be thoughtful about what data is collected and stored. The impulse will be to grab and
then store EVERY piece of data you can, but there is often no reason to store data. Storing
useless data wastes time and money.
 Recognize the individuality of customers and respond appropriately. A CRM system
should, for example, have built-in pricing flexibility.

CRM project to run:

The biggest returns come from aligning business, CRM and IT strategies across all departments
and not just leaving it for one group to run.

CRM projects to fail:

Many things from the beginning, lack of a communication between everyone in the customer
relationship chain can lead to an incomplete picture of the customer. Poor communication can
lead to technology being implemented without proper support or buy-in from users.

For example, if the sales force isn't completely sold on the system's benefits, they may not input
the kind of demographic data that is essential to the program's success. One Fortune 500
company is on its fourth try at a CRM implementation, primarily because its sale force resisted
all the previous efforts to share customer data.

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10 Tips for implementing customer self-service

 Learn everything about your customers.

 Conduct focus groups to ensure that they want self-service.
 Define clear business goals.
 Evaluate the technology for its technical and financial merits.
 Does it match your customer base? Will it boost profitability?
 Work as a team. Have customer support, IT and other departments
involved every step of the way.
 Offer training to employees.
 Expect this to be an iterative process that requires making changes as
you learn more about your customers.
 Develop an effective way to measure results.
 Under promise and over deliver.

Customer relationship management is a business strategy to select and manage the most valuable
customer relationships. CRM requires a customer-centric business philosophy and culture to
support effective marketing, sales, and service processes. CRM applications can enable effective
customer relationship management, provided that an enterprise has the right leadership, strategy,
and culture.” -The CRM Primer, www.crmguru.com

Benefits of a CRM program

Cultural changes
The four phases of implementation
a. Research & Best practices: Ben
b. Casino case: Jason
IT’s role in CRM: Improved customer retention Greater retention results in a larger future
customer base CRM’s relation to the supply chain Conclusion & Discussion

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The impact of a 5% increase in retention rates

The impact of a 5% increase in retention rates

Industry Increase in profits

Advertising Agency
Life-insurance company 90%
Branck bank deposits 85%
Publishing 85%
Auto service 81%
Auto/home insurance 80%
Credit card 75%
Industrial brokerage 50%
Industrial distribution 45%
Industrial laundry 45%
Office-building management 40%

Benefits of CRM:
Improved customer retention
Purchase amount increases over time
– Average of 8%/year in the insurance industry
Reduction in costs
– Order processing
– Short-term acquisition costs
– Customer referrals
On the “gray markets”
– Often harmful to profits
– Frequently used to level inventories 2-way communications
– Improves customer satisfaction

Impact

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Cultural changes:
Top executives must drive the initiative
– Shift from product orientation to customer
Shift in marketing type
– Away from mass, towards personal “1:1”
Change in attitude at all levels
– Compensation system must change to reinforce new behaviors
New positions or teams should be formed
Pre-implementation:
Classify customers based on diversity of value and needs
Classify customers based on diversity of value and needs
Determine who the customers are
– Wal-Mart, or Jimmy Joe-Bob?

Business categories Consumer categories

Identification Identification
Customer Rating Customer Rating
Background Background
Presale Communication Presale Communication
Decision makers Purchase behavior
Decision making Post purchase behavior
Influences Predicted behavior
Post purchase behavior Creditworthiness
Channels Attitudes and perceptions
Pricing
Predicted Behavior
Creditworthiness
Relevant information

30
– Don’t ask a customer the same thing more than once

– Interact in the medium of the customer’s choice

– When engaging in an interaction, start with the customer, not the product

– Make the interactions personal and personalized

– Ensure that your interactions with customers are always welcomed

– Ensure that they are immediately identified and treated appropriately

– Protect the customer’s privacy

– Invite dialogue by printing toll-free numbers and web-site URLs on everything

– Ensure that the customer can see the value from each interaction. Deliver
information or value that reflects what has been learned
– Be sensitive to the customer’s time. Don’t try to learn everything about a
customer at once.

IT’s role in CRM:

Three general types of eCRM packages
– Marketing Automation Systems (MAS)
» Customer database creation
» Analysis of customer attributes
» Automate several marketing functions

– Sales Force Automation (SFA)

» Intended to automate many functions performed by salespeople
» If completely successful, it will eliminate the “personal touch”
.
eCRM package types:

31
– Customer Service Automation systems
» Augments call center personnel
» Some can respond to e-mails on their own
» Ties-in to existing company software, including other eCRM packages
(generally…)

Selecting the right CRM packages

– Step 1: Size the package to your firm
– Step 2: Gather as much information on every package sized appropriately
– Step 3: Using a standard formula, evaluate the packages and make a choice

CRM and ERP

– Determine if a package can be tied-in to the enterprise’s ERP system before
making a purchase decision
– Inventory, order processing, and accounts receivable features can be used to
augment the CRM program
– Goal: establish a closed-loop eCRM solution

Data mining tools:

– Market basket analysis and automatic cluster generation
– Decision trees and memory-based reasoning
– Neural net systems

CRM in the Supply Chain

Goals of Supply Chain Management:
– Reduce uncertainty and risks in supply chain
– Positively affect inventory levels, cycle time, processes, and end-customer service
levels

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Customer Relationship Management
– Useful for forecasting and planning
– Improves customer service levels
CRM across Company Functions
Marketing – Account management expertise
Research & Development – Specifications that define requirements
Logistics – Knowledge of customer service requirements
Production – Manufacturing strategy
Purchasing – Sourcing strategy
Finance – Customer Profitability Reports
Customer Relationship Management
Wrap-Up

Your customers improves profits

Focus on the best, treat mid-range as group, and Knowing discourage bottom-feeders
Customize product and service to retain good customers
Give CRM time to pay off; a good CRM program will be worth the investment

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 CHAPTER III
INDUSTRY & COMPANY PROFILE

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INDUSTRY PROFILE

A bank is a financial institution that accepts deposits and channels those deposits into lending
activities. Banks primarily provide financial services to customers while enriching investors.
Government restrictions on financial activities by banks vary over time and location. Banks are
important players in financial markets and offer services such as investment funds and loans. In
some countries such as Germany, banks have historically owned major stakes in industrial
corporations while in other countries such as the United States banks are prohibited from owning
non-financial companies. In Japan, banks are usually the nexus of a cross-share holding entity
known as the keiretsu. In France, bancassurance is prevalent, as most banks offer insurance
services (and now real estate services) to their clients.

The level of government regulation of the banking industry varies widely, with countries such as
Iceland, having relatively light regulation of the banking sector, and countries such as China
having a wide variety of regulations but no systematic process that can be followed typical of a
communist system.

The oldest bank still in existence is Monte dei Paschi di Siena, headquartered in Siena, Italy,
which has been operating continuously since 1472.

History

Origin of the word

The name bank derives from the Italian word banco "desk/bench", used during the Renaissance
by Jewish Florentine bankers, who used to make their transactions above a desk covered by a
green tablecloth. However, there are traces of banking activity even in ancient times, which
indicates that the word 'bank' might not necessarily come from the word 'banco'.

In fact, the word traces its origins back to the Ancient Roman Empire, where moneylenders
would set up their stalls in the middle of enclosed courtyards called macella on a long bench
called a bancu, from which the words banco and bank are derived. As a moneychanger, the

35
merchant at the bancu did not so much invest money as merely convert the foreign currency into
the only legal tender in Rome—that of the Imperial Mint.

The earliest evidence of money-changing activity is depicted on a silver drachm coin from
ancient Hellenic colony Trapezus on the Black Sea, modern Trabzon, c. 350–325 BC, presented
in the British Museum in London. The coin shows a banker's table (trapeza) laden with coins, a
pun on the name of the city.

In fact, even today in Modern Greek the word Trapeza (Τράπεζα) means both a table and a bank.

Traditional banking activities

Banks act as payment agents by conducting checking or current accounts for customers, paying
cheques drawn by customers on the bank, and collecting cheques deposited to customers' current
accounts. Banks also enable customer payments via other payment methods such as telegraphic
transfer, EFTPOS, and ATM.

Banks borrow money by accepting funds deposited on current accounts, by accepting term
deposits, and by issuing debt securities such as banknotes and bonds. Banks lend money by
making advances to customers on current accounts, by making installment loans, and by
investing in marketable debt securities and other forms of money lending.

Banks provide almost all payment services, and a bank account is considered indispensable by
most businesses, individuals and governments. Non-banks that provide payment services such as
remittance companies are not normally considered an adequate substitute for having a bank
account.

Banks borrow most funds from households and non-financial businesses, and lend most funds to
households and non-financial businesses, but non-bank lenders provide a significant and in many
cases adequate substitute for bank loans, and money market funds, cash management trusts and
other non-bank financial institutions in many cases provide an adequate substitute to banks for
lending savings to.

36
Entry regulation

Currently in most jurisdictions commercial banks are regulated by government entities and
require a special bank licence to operate.

Usually the definition of the business of banking for the purposes of regulation is extended to
include acceptance of deposits, even if they are not repayable to the customer's order—although
money lending, by itself, is generally not included in the definition.

Unlike most other regulated industries, the regulator is typically also a participant in the market,
i.e. a government-owned (central) bank. Central banks also typically have a monopoly on the
business of issuing banknotes. However, in some countries this is not the case. In the UK, for
example, the Financial Services Authority licences banks, and some commercial banks (such as
the Bank of Scotland) issue their own banknotes in addition to those issued by the Bank of
England, the UK government's central bank.

Definition

The definition of a bank varies from country to country.

Under English common law, a banker is defined as a person who carries on the business of
banking, which is specified as:

 conducting current accounts for his customers

 paying cheques drawn on him, and
 collecting cheques for his customers.

In most English common law jurisdictions there is a Bills of Exchange Act that codifies the law
in relation to negotiable instruments, including cheques, and this Act contains a statutory
definition of the term banker: banker includes a body of persons, whether incorporated or not,
who carry on the business of banking' (Section 2, Interpretation). Although this definition seems

37
circular, it is actually functional, because it ensures that the legal basis for bank transactions such
as cheques do not depend on how the bank is organised or regulated.

The business of banking is in many English common law countries not defined by statute but by
common law, the definition above. In other English common law jurisdictions there are statutory
definitions of the business of banking or banking business. When looking at these definitions it is
important to keep in mind that they are defining the business of banking for the purposes of the
legislation, and not necessarily in general. In particular, most of the definitions are from
legislation that has the purposes of entry regulating and supervising banks rather than regulating
the actual business of banking. However, in many cases the statutory definition closely mirrors
the common law one. Examples of statutory definitions:

 "banking business" means the business of receiving money on current or deposit account,
paying and collecting cheques drawn by or paid in by customers, the making of advances to
customers, and includes such other business as the Authority may prescribe for the purposes of
this Act; (Banking Act (Singapore), Section 2, Interpretation).

 "banking business" means the business of either or both of the following:

1. receiving from the general public money on current, deposit, savings or other similar
account repayable on demand or within less than [3 months] ... or with a period of call or notice
of less than that period;
2. paying or collecting cheques drawn by or paid in by customers[6]

Since the advent of EFTPOS (Electronic Funds Transfer at Point Of Sale), direct credit, direct
debit and internet banking, the cheque has lost its primacy in most banking systems as a payment
instrument. This has led legal theorists to suggest that the cheque based definition should be
broadened to include financial institutions that conduct current accounts for customers and
enable customers to pay and be paid by third parties, even if they do not pay and collect cheques.

38
Accounting for bank accounts

Bank statements are accounting records produced by banks under the various accounting
standards of the world. Under GAAP and IFRS there are two kinds of accounts: debit and credit.
Credit accounts are Revenue, Equity and Liabilities. Debit Accounts are Assets and Expenses.
This means you credit a credit account to increase its balance, and you debit a debit account to
decrease its balance.

This also means you debit your savings account every time you deposit money into it (and the
account is normally in deficit), while you credit your credit card account every time you spend
money from it (and the account is normally in credit).

However, if you read your bank statement, it will say the opposite—that you credit your account
when you deposit money, and you debit it when you withdraw funds. If you have cash in your
account, you have a positive (or credit) balance; if you are overdrawn, you have a negative (or
deficit) balance.

The reason for this is that the bank, and not you, has produced the bank statement. Your savings
might be your assets, but the bank's liability, so they are credit accounts (which should have a
positive balance). Conversely, your loans are your liabilities but the bank's assets, so they are
debit accounts (which should also have a positive balance).

Where bank transactions, balances, credits and debits are discussed below, they are done so from
the viewpoint of the account holder—which is traditionally what most people are used to seeing.

Economic functions

1. issue of money, in the form of banknotes and current accounts subject to cheque or
payment at the customer's order. These claims on banks can act as money because they are
negotiable and/or repayable on demand, and hence valued at par. They are effectively

39
transferable by mere delivery, in the case of banknotes, or by drawing a cheque that the payee
may bank or cash.
2. netting and settlement of payments – banks act as both collection and paying agents for
customers, participating in interbank clearing and settlement systems to collect, present, be
presented with, and pay payment instruments. This enables banks to economise on reserves held
for settlement of payments, since inward and outward payments offset each other. It also enables
the offsetting of payment flows between geographical areas, reducing the cost of settlement
between them.
3. credit intermediation – banks borrow and lend back-to-back on their own account as
middle men.
4. credit quality improvement – banks lend money to ordinary commercial and personal
borrowers (ordinary credit quality), but are high quality borrowers. The improvement comes
from diversification of the bank's assets and capital which provides a buffer to absorb losses
without defaulting on its obligations. However, banknotes and deposits are generally unsecured;
if the bank gets into difficulty and pledges assets as security, to raise the funding it needs to
continue to operate, this puts the note holders and depositors in an economically subordinated
position.
5. maturity transformation – banks borrow more on demand debt and short term debt, but
provide more long term loans. In other words, they borrow short and lend long. With a stronger
credit quality than most other borrowers, banks can do this by aggregating issues (e.g. accepting
deposits and issuing banknotes) and redemptions (e.g. withdrawals and redemptions of
banknotes), maintaining reserves of cash, investing in marketable securities that can be readily
converted to cash if needed, and raising replacement funding as needed from various sources
(e.g. wholesale cash markets and securities markets).

Law of banking

Banking law is based on a contractual analysis of the relationship between the bank (defined
above) and the customer—defined as any entity for which the bank agrees to conduct an account.

The law implies rights and obligations into this relationship as follows:

40
1. The bank account balance is the financial position between the bank and the customer:
when the account is in credit, the bank owes the balance to the customer; when the account is
overdrawn, the customer owes the balance to the bank.
2. The bank agrees to pay the customer's cheques up to the amount standing to the credit of
the customer's account, plus any agreed overdraft limit.
3. The bank may not pay from the customer's account without a mandate from the customer,
e.g. a cheque drawn by the customer.
4. The bank agrees to promptly collect the cheques deposited to the customer's account as
the customer's agent, and to credit the proceeds to the customer's account.
5. The bank has a right to combine the customer's accounts, since each account is just an
aspect of the same credit relationship.
6. The bank has a lien on cheques deposited to the customer's account, to the extent that the
customer is indebted to the bank.
7. The bank must not disclose details of transactions through the customer's account—
unless the customer consents, there is a public duty to disclose, the bank's interests require it, or
the law demands it.
8. The bank must not close a customer's account without reasonable notice, since cheques
are outstanding in the ordinary course of business for several days.

These implied contractual terms may be modified by express agreement between the customer
and the bank. The statutes and regulations in force within a particular jurisdiction may also
modify the above terms and/or create new rights, obligations or limitations relevant to the bank-
customer relationship.

Some types of financial institution, such as building societies and credit unions, may be partly or
wholly exempt from bank licence requirements, and therefore regulated under separate rules.

The requirements for the issue of a bank licence vary between jurisdictions but typically include:

1. Minimum capital
2. Minimum capital ratio

41
3. 'Fit and Proper' requirements for the bank's controllers, owners, directors, and/or senior
officers
4. Approval of the bank's business plan as being sufficiently prudent and plausible.

Types of banks

Banks' activities can be divided into retail banking, dealing directly with individuals and small
businesses; business banking, providing services to mid-market business; corporate banking,
directed at large business entities; private banking, providing wealth management services to
high net worth individuals and families; and investment banking, relating to activities on the
financial markets. Most banks are profit-making, private enterprises. However, some are owned
by government, or are non-profit organizations.

Central banks are normally government-owned and charged with quasi-regulatory

responsibilities, such as supervising commercial banks, or controlling the cash interest rate. They
generally provide liquidity to the banking system and act as the lender of last resort in event of a
crisis.

Types of retail banks

 Commercial bank: the term used for a normal bank to distinguish it from an investment
bank. After the Great Depression, the U.S. Congress required that banks only engage in banking
activities, whereas investment banks were limited to capital market activities. Since the two no
longer have to be under separate ownership, some use the term "commercial bank" to refer to a
bank or a division of a bank that mostly deals with deposits and loans from corporations or large
businesses.
 Community Banks: locally operated financial institutions that empower employees to
make local decisions to serve their customers and the partners.
 Community development banks: regulated banks that provide financial services and
credit to under-served markets or populations.
 Postal savings banks: savings banks associated with national postal systems.
 Private banks: banks that manage the assets of high net worth individuals.

42
 Offshore banks: banks located in jurisdictions with low taxation and regulation. Many
offshore banks are essentially private banks.
 Savings bank: in Europe, savings banks take their roots in the 19th or sometimes even
18th century. Their original objective was to provide easily accessible savings products to all
strata of the population. In some countries, savings banks were created on public initiative; in
others, socially committed individuals created foundations to put in place the necessary
infrastructure. Nowadays, European savings banks have kept their focus on retail banking:
payments, savings products, credits and insurances for individuals or small and medium-sized
enterprises. Apart from this retail focus, they also differ from commercial banks by their broadly
decentralised distribution network, providing local and regional outreach—and by their socially
responsible approach to business and society.
 Building societies and Landesbanks: institutions that conduct retail banking.
 Ethical banks: banks that prioritize the transparency of all operations and make only what
they consider to be socially-responsible investments.
 Islamic banks: Banks that transact according to Islamic principles.

Types of investment banks

 Investment banks "underwrite" (guarantee the sale of) stock and bond issues, trade for
their own accounts, make markets, and advise corporations on capital market activities such as
mergers and acquisitions.
 Merchant banks were traditionally banks which engaged in trade finance. The modern
definition, however, refers to banks which provide capital to firms in the form of shares rather
than loans. Unlike venture capital firms, they tend not to invest in new companies.

Both combined

 Universal banks, more commonly known as financial services companies, engage in

several of these activities. These big banks are very diversified groups that, among other
services, also distribute insurance— hence the term bancassurance, a portmanteau word
combining "banque or bank" and "assurance", signifying that both banking and insurance are
provided by the same corporate entity.

43
Other types of banks

 Islamic banks adhere to the concepts of Islamic law. This form of banking revolves
around several well-established principles based on Islamic canons. All banking activities must
avoid interest, a concept that is forbidden in Islam. Instead, the bank earns profit (markup) and
fees on the financing facilities that it extends to customers.

COMPANY PROFILE – ICICI BANK

ICICI Bank is India's second-largest bank with total assets of Rs. 3,562.28 billion (US$ 77
billion) at December 31, 2009 and profit after tax Rs. 30.19 billion (US$ 648.8 million) for the
nine months ended December 31, 2009. The Bank has a network of 1,675 branches and about
4,883 ATMs in India and presence in 18 countries. ICICI Bank offers a wide range of banking
products and financial services to corporate and retail customers through a variety of delivery
channels and through its specialized subsidiaries and affiliates in the areas of investment
banking, life and non-life insurance, venture capital and asset management. The Bank currently
has subsidiaries in the United Kingdom, Russia and Canada, branches in United States,
Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre and
representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand,
Malaysia and Indonesia. Our UK subsidiary has established branches in Belgium and Germany.

ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the National Stock
Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on the New
York Stock Exchange (NYSE).
Corporate Profile
ICICI Bank is India's second-largest bank with total assets of Rs. 3,562.28 billion (US$ 77
billion) as on December 31, 2009.

Board Members
Mr. K. V. Kamath, (Chairman)
Mr. Sridar Iyengar

44
Mr. Homi R. Khusrokhan
Mr. Lakshmi N. Mittal
Mr. Narendra Murkumbi
Dr. Anup K. Pujari
Mr. Anupam Puri
Mr. M.S. Ramachandran
Mr. M.K. Sharma
Mr. V. Sridar
Prof. Marti G. Subrahmanyam
Mr. V. Prem Watsa
Ms. Chanda D. Kochhar,(MD &CEO)
Mr. Sandeep Bakhshi,
Deputy Managing Director
Mr. N. S. Kannan,
Executive Director & CFO
Mr. K. Ramkumar,
Executive Director
Mr. Sonjoy Chatterjee,
Executive Director

Awards:
Retail
 ICICIdirect.com, won the Outlook Money ' Best e- Brokerage Award' seventh time in
a row. Previously, the firm won the award in 2004, 2005, 2007, 2008, 2009 and 2010.
 Pankaj Pandey, Head- Research - ICICIdirect has won the Zee Business Best Market
Analyst 2010 award in the Equities Fundamental Category
 ICICI Securities' Business Partners (Sub Broker channel) won the 'Franchisor of the
Year 2011' for the third consecutive year.

45
 Anup Bagchi, MD & CEO has been honoured with the Zee Business 'Industry
Newsmaker Award 2010' for his tremendous and unmatched contribution in the field of
Finance.
 CMO Asia Awards for Excellence in Branding and Marketing 2010:
 Frost and Sullivan 2009 Award for Customer Service Leadership
 ICICIdirect, the neighborhood financial superstore won the prestigious Franchise India
`Service Retailer of the Year 2008 award.
 ICICIdirect has also won the CNBC AWAAZ 2007 Consumer Award for the Most
Preferred Brand of Financial Advisory Services.
 Best Broker - Web 18 Genius of the Web Awards 2007
 Franchisor of the year award 2009
 Retail concept of the year awards 2009

Institutional
 ICICI Securities is awarded as the Best Investment Bank 2008 by Global Finance
Magazine
 The Corporate Finance group also was awarded a runner-up Best Merchant Banker by
Outlook Money in 2007.
 Vikash Mantri tops The Wall Street Journal's Asia's Best Analysts survey in the media
sector for 2010
 ICICI Securities (I-Sec) topped the Prime Database League Tables 2007 for money
raised through IPOs/FPOs.
 The equities team was adjudged the 'Best Indian Brokerage House-2003' by
Asiamoney.

Technology
 IDG India's CIO magazine has recognized ICICI Securities as a recipient of CIO 100
award in 2009, 2010 and 2011
 ICICI Securities conferred the Gold CIO award jointly by CIOL and Dataquest at the
Enterprise Awards 2010

46
 Indian Bank's Association Business Technology Awards for Best Online Trading
Platform in 2006 and 2007

Special Category
 Mr Charanjit Attra, Chief Financial Officer (CFO), ICICI Securities Ltd was conferred
the 'CFO100 recognising the Winning Edge in 2010' award by CFO India. He won the award for
the 'Winning Edge in Cost Management' category.

Legal
The information provided on this site is not intended for distribution to, or use by, any person or
entity in any jurisdiction or country where such distribution or use would be contrary to law or
regulation or which would subject ICICI Securities Limited ( I-Sec ) or its affiliates to any new
or additional registration requirement within such jurisdiction or country. Neither the
information, nor any opinion contained in this site constitutes a solicitation or offer by I-Sec or
its affiliates to buy or sell any securities, futures, options or other financial instruments or
provide any investment advice or service.

Disclaimer of Warranty and Limitation of Liability

The information on this site is provided on "AS IS" basis. I-Sec does not warrant the accuracy of
the information given herein, either expressly or impliedly, for any particular purpose and
expressly disclaims any warranties of merchantability or suitability for any particular purpose.
Although the information provided to you on this website is obtained or compiled from the
sources we believe to be accurate, I-Sec does not guarantee the accuracy, completeness or
validity of any information made available to you for any purpose. Neither I-Sec, nor any of its
affiliates, directors, officers or employees, will be liable or have any responsibility of any kind
for any loss or damage that you incur in the event of any failure or interruption of this site, or
resulting from the act or omission of any other party involved in making this site or the data
contained therein available to you, or from any other cause relating to your access to, inability to
access, or use of the site or these materials, whether or not the circumstances giving rise to such

47
cause may have been within the control of I-Sec or of any vendor providing software or services
support. In no event will I-Sec be liable to you for any remote, special, direct, indirect,
consequential, incidental damages or any other damages of any kind (regardless of the legal
theory on which the claim is based) even if I-Sec or any other party have been informed of the
possibility thereof.

Copyright or Other Notices

If you download any information or data or software from this website, you agree that you will
not copy it or remove or obscure any copyright or other notices or legends contained in any such
information.

Use of Links
Should you leave this site via a link contained herein, and view content that is not provided by I-
Sec, you shall do so at your own risk. I-Sec makes no guarantees or representations as to, and
shall have no liability for, any electronic content delivered by any third party, including, the
appropriateness, subject matter, quality or timeliness of any content.

Research
The information contained in the Research Reports uploaded herein has been obtained from
various sources; we do not guarantee its authenticity or validity or completeness. Neither any
information nor any opinions expressed constitute an offer, or an invitation to make an offer, to
buy or sell any securities or any derivative instruments related to such securities. Investors
should take financial advice with respect to the suitability of investing their monies in any
securities discussed or recommended in on this website and should understand that statements
regarding future prospects may not materialize. Please carefully read the detailed disclosures
given at the end of every research report.

48
Contact:
Customer care

Compliance Officer
Tel: +91-22-2288 2460 /70
email: complianceofficer@icicisecurities.com

SEBI Registration details:

NSE SEBI Registration Number Capital Market :- INB 230773037 | BSE SEBI
Registration Number Capital Market :- INB 011286854
NSE SEBI Registration Number Derivatives :- INF 230773037 | NSE SEBI Registration
Number Currency Derivatives :- INE 230773037

ICICI Securities empowers over 2 million Indians to seamlessly access the capital market
with ICICIdirect.com, an award winning and pioneering online broking platform. The platform
not only offers convenient ways to invest in Equity, Derivatives, Currency Futures, Mutual
Funds but also other services Fixed Deposits, Loans, Tax Services, New Pension Systems and
Insurance are available. ICICIdirect.com offers a convenient and easy to use platform to invest in
equity and various other financial products using its unique 3-in-1 account which integrates
customer's saving, trading and demat accounts.
ICICIdirect.com uses the most advanced commercially available 128-bit encryption technology
enabled Secure Socket Layer (SSL), to ensure that the information transmitted between the client
and ICICIdirect.com across the internet is safe and cannot be accessed by any third party.
ICICIdirect.com is the first broker in India to introduce `Digitally Signed Contract Note' to its
customers.
ICICI Securities has set-up neighbourhood financial stores which offer a variety of financial
products and services under one roof. It is a one-stop shop that facilitates existing and potential
customers to speak to our team and understand their financial plans and goals. ICICI Securities
has 250 stores across 66 cities in India.

49
Another unique concept called the ICICIdirect Money Kitchen, was launched in late 2009. An
extension of the superstore model, the money kitchen is an innovative financial store where
visitors can create their profiles to not only analyze their investment strategy by using various
financial tools but also monitor it from time-to-time.
To enable our customers to maximize their returns and plan for their future, ICICIdirect has also
started financial planning services at these stores.
Customers can walk-in to the financial superstores for products like ICICIdirect 3-in-1 online
trading account, equities, mutual funds, IPO, Life and General insurance, Fixed Deposits and
many other financial products. The stores also conduct periodic training sessions on markets and
demo sessions of the trading website.
ICICI Securities understands the need for insightful research to make the right investment
decision.
The research team focuses on both large cap as well as small and mid-cap. Large cap companies
provide an overview of industry environments, while small and mid-cap companies are chosen
'bottom-up', providing a unique perspective to a generally under-researched end of the market.
The Active Trader Service is an innovative offering from ICICI Securities which is ideal for
those who are truly 'born traders'.
We have also set up a special research team who is focused on helping you achieve your targets
.The research team has developed a robust set of research products to help you make informed
investment decisions, depending on your risk profile, by analysing derivative market cues and
other news as well as market and corporate information.
Some of the research products which we offer are as follows : Positional Calls, Technical Picks,
Momentum Picks, Roll Over Monitor, Open Interest Insight, Special Situation Arbitrage, Pair
Calls.
The Equity Advisory Group (EAG) is a team of advisors dedicated to providing customers
personalised advisory services. It is aimed at maximising the customer's investment returns and
keeping him updated on the stock markets and the economy.
A Personal Equity Advisor will closely monitor the client's portfolio and keep him updated on
the latest happenings in equity market with the help of our fundamental and technical research.

50
EAG services are customised according to the client's risk appetite and investment horizon. A
personal equity advisor, backed by our research team, provides the customer with timely advice
on the stock market.
The Wealth Management Group is a team of specialists who offer specific advisory services to
meet both personal and business wealth requirements of HNIs.
ICICI Securities is the member of NSE & BSE and registered as Broker. It provides business
opportunity to entrepreneurs by registering them as Sub-Brokers / Authorised Person. ICICI
Securities provides trading terminals through which the Sub-broker can offer a range of financial
products like Equities, Derivatives, Currency Derivatives, IPO, MF, Bonds, Fixed Deposits etc.
One can also be associated as an Investment Advisor to sell a range of financial products like
IPO, Bonds, Fixed Deposits, etc. to their set of customers. In addition, they cal also sell asset
products like Home Loans, Education Loans, etc. to the customers.
ICICI Securities facilitates access to capital for the growth engine of the Indian economy which
is the corporate sector including large, medium and small enterprises; both from the public and
private markets.
ICICI Securities' engagements include Equity Capital Markets, Private Equity Intermediation
and Public Issuance of Debt.
ICICI Securities is a SEBI registered Category I Merchant Banker

Key Recent Deals

In FY2010, ICICI Securities has helped companies raise ~ US$ 1.86 billion through QIPs and
IPOs. (Source: Prime Database).
Some of the recent transactions for FY2010 and FY 2011 include:

IPOs
 Jaypee Infratech: In 2010, Book Running Lead Manager, Rs. 22.6 bn

 A2Z Maintenance & Engineering Services: In 2010, Book Running Lead Manager, Rs.
8.6 bn

 Punjab & Sind Bank: In 2010, Book Running Lead Manager, Rs. 4.7 bn

 Nitesh Estates: In 2010, Book Running Lead Manager, Rs. 4.1 bn

51
 Shree Ganesh Jewellery House:: In 2010, Book Running Lead Manager, Rs. 3.7 bn

 Claris Life Sciences : In 2010, Book Running Lead Manager, Rs. 3 bn

 Parabolic Drugs: In 2010, Book Running Lead Manager, Rs. 2 bn

 Commercial Engineers & Body Builders Co: In 2010, Book Running Lead Manager,
Rs. 1.7 bn

 Adani Power: In 2009, Book Running Lead Manager, Rs. 30.2 bn

 JSW Energy: In 2009, Book Running Lead Manager to the IPO of Rs. 27 bn

 Godrej Properties: In 2009, Book Running Lead Manager, Rs 4.7 bn

Indian Depository Receipts (IDRs)

 Standard Chartered: In 2010, Syndicate Member ? first-ever issuance of an IDR, Rs.

24.8 bn

FPOs
 NTPC: In 2010, Book Running Lead Manager, Rs 84.8 bn

 Power Grid Corp. Of India: In 2010, Book Running Lead Manager, Rs 74.4 bn

 Rural Electrification Corporation: In 2010, Book Running Lead Manager, Rs 35.3 bn

 Shipping Corporation Of India: In 2010, Book Running Lead Manager, Rs 11.6 bn

 Engineers India: In 2010, Book Running Lead Manager, Rs 9.6 bn

Public Issue of Debt

 Shriram Transport Finance Company: In 2010 & 2009 , Lead Manager, Rs 15 bn

 L &T Infrastructure Finance Company: In 2010, Lead Manager, Rs 2.6 bn

QIPs

 Adani Enterprises: In 2010, Book Running Lead Manager, Rs. 40 bn

52
 GMR Infrastructure: In 2010, Lead Manager, Rs. 14 bn

 Lanco Infratech: In 2009, Book Running Lead Manager, Rs. 7.3 bn

 Alok Industries : In 2010, Book Running Lead Manager, Rs. 4.2 bn

 Texmaco: In 2009, Sole Book Running Lead Manager, Rs. 1.7 bn

 Adhunik Metaliks: In 2009, Book Running Lead Manager, Rs. 1.4 bn

 Network18 Media & Investments: In 2009, Book Running Lead Manager, Rs. 2 bn

 3I Infotech: In 2010, Book Running Lead Manager, Rs. 1.8 bn

Rights Issues

 Adani Enterprise: In 2010, Lead Manager, Rs. 14.8 bn

 IBN18 Broadcast: In 2010, Sole Lead Manager, Rs. 5.1 bn

 Television Eighteen India: In 2009, Lead Manager, Rs. 5.04 bn

 Zenotech Laboratories : In 2010, Sole Manager to the Offer, Rs. 1.1 bn

 Infomedia18 : In 2009, Lead Manager, Rs. 1 bn Open Offer

 Fame India : In 2010, Sole Manager to the Offer, Rs. 1.8 bn

 OCL Iron & Steel : In 2009, Sole Manager to the Offer, Rs. 0.56 bn

Delisting

 Sulzer India : In 2010, Sole Manager, Rs. 0.81 bn

 Lotte India Corp: In 2009, Sole Manager, Rs. 0.4 bn

 Avery India : In 2009, Sole Manager, Rs. 0.29 bn

53
Landmark Transactions

 Tata Motors: First Rights Issue of shares with Differential Voting Rights

 Tata Capital: First public issue of secured Non Convertible Debentures (NCD)

 Daiichi Sankyo Co: Sole Managers to the one of the largest open offers of Rs 68.2 bn

 Bharti Airtel: First 100% Book-Built IPO in India

 Punjab National Bank: Initiated the Book Building mechanism for Public Sector Banks

 NTPC: First FPO under alternate book building (French Auction) route

 Television Eighteen : First IPO of a News Channel

 Maruti Suzuki: First Government Of India Divestment through IPO

 Sify: Sponsored ADR of an unlisted Indian company

 Man Industries (India): The first Indian offering on the Dubai Financial

 HP: First delisting transaction in Indian markets using the Reverse Book-building
mechanism

 Network 18 : First Rights Issue done on the basis of Partly Convertible Cumulative
Preference Shares with a three in one structure

 Infoedge India (Naukri.com): First IPO of a pure-play Internet Company in India

ICICI Securities assists global institutional investors to make the right decisions through
insightful research coverage and a client focused Sales and Dealing team. A dedicated and
specialized research team ensures flow of well thought-out and well-researched stock ideas and
portfolio strategies. The Sales and Dealing team has demonstrated strong sales and execution
capabilities of actionable ideas to clients which have resulted in good relationships across
geographies.

54
 ICICI Securities enjoys the first mover and market leader advantage in the derivatives segment
and offers the entire spectrum, from set-up to trading strategy. The equity group leverages
research and distribution reach to domestic and foreign institutional investors in case of public
offerings. The research team tracks over 15 key sectors of the Indian economy and publishes in-
depth research reports every year. The equity group acts as a bridge for institutional investors
and corporate clients with the markets. ICICI Securities is the first domestic Investment Bank to
organize theme based conferences in New York, Shanghai, Singapore & Hong Kong.

MISSION:
 Excellence in communication arena
 To attain global best practices and become a world-class communication service provider - guided by
its purpose to move towards greater degree of sophistication and maturity.
 To work with vigour, dedication and innovation to achieve excellence in service, quality, reliability,
safety and customer care as the ultimate goal.
 To earn the trust and confidence of all stakeholders, exceeding their expectations and make the
Company a respected household name.

VISION
To consistently achieve high growth with the highest levels of productivity.
 To be a technology driven, efficient and financially sound organisation.
 To contribute towards community development and nation building.
 To be a responsible corporate citizen nurturing human values and concern for Society, the
environment and above all, the people.
 To promote a work culture that fosters individual growth, team spirit and creativity to overcome
challenges and attain goals.
 To encourage ideas, talent and value systems.
 To uphold the guiding principles of trust, integrity and transparency in all aspects of interactions and
dealings

55
 CHAPTER IV
DATA ANALYSIS & INTERPRETATION

56
TABLE 1
1. Which bank you are using?

S NO PRODUCT RESPONDENTS %
1 HDFC BANK 60 60
2 HDFC 20 20
3 ING 15 15
4 CITI BANK 5 5

CHART

Interpretation:

From above it can be stated that the general satisfaction level of for ICICI BANKin twin cities
of Hyderabad and Secunderabad is 60%.

57
2. SOURCES OF AWARENESS:

The customer was enquired about the sources of awareness with regard the HDFC BANK. This
will help to know us to which sources is playing a major role in creating awareness among the
customers.

S .NO ADVERTISEMENT RESPONDENTS %

1 T.V 35 35
2 NEWSPAPERS 25 25
3
FRIENDS 12 12
4
DEALERS 28 28

DEALERS
28%
T.V
35%
1 T.V
2 NEWSPAPERS
3 FRIENDS
4 DEALERS
FRIENDS
12% NEWS
PAPERS
25%

Interpretation:

Out of the responses obtained from 100 customers 28% said that they became aware of the
Friends. And through the friends 35% of the customers are aware from the T.V. And another
25% are aware of by the NEWS PAPERS. And only 12% are aware by the DEALERS.

58
3. LEVEL OF SATISFACTION:

The customer was enquired about the level of satisfaction with regard to the HDFC BANK.

S NO SATISFACTION RESPONDENTS %

1 EXCELLENT 30 65
2 GOOD 10 20
3 AVERAGE 50 10
4 POOR 10 5

Poor
Average 5%
10%

S NO
SATICEFACT
ION
1 Excellent

Good
20% Excellent
65%

Interpretation:
Out of the responses obtained from 100 customers 65% said that they are EXCELLENT
satisfied and 20% were GOOD and 10% were AVERAGE and 5% were vehicle is poor. This
data is obtained by most of members were satisfied by ICICI BANKservices.

59
4. What are the voluble attributes you normally look while purchasing an account?

S NO ATTRIBUTES RESPONDENTS

1 SERVICES 50 50

2 PRICE 10 10

3 SAFETY 30 30

4 OTHERS 10 10

Interpretation:

From the above it can be stated that general normally any one while purchasing a four wheeler
most of the members are seeing 50% of members are seeing SERVICES and 30% of members
are seeing SAFETY And 10% of members are seeing PRICE and 10% of members are others.

60
5. SUGGESTING TO FRIENDS:

The following table is regarding the customer likeliness in suggesting this bank to other friends.
This is an indicator of customer satisfaction also.
Let’s see the responses.

S NO SUGGEST FRIENDS RESPONDENTS %

1 YES 90 90

2 NO 10 10

CHART-5

100

80

60
90%
40 RESPONDENTS

20
10%
0
YES NO
1 2

Interpretation:
A look at the chart shows that 90% of the members are suggesting and 10% of the members
are not suggesting.

61
6) BANK EXECUTIVE PERFORMENS:

The following table shows “bank executive” role in explaining the features of the cat to
customer. This helps to know how effective he is in his job let’s seeing the response.

S NO EXPLANATION IN NUMBERS %

1 EXCELLENT 70 70

2 VERY GOOD 25 25

3 POOR 5 5

POOR RESPONDENTS
5%

1 EXCELLENT
VERY GOOD
2 VERY GOOD
25%
3 POOR

EXCELLENT
70%

Interpretation:

Out of 100 respondents 60 % of them felt the explanation to be “EXCELLENT”. And 35% of
them “VERY GOOD” and rest of 5% felt to be “POOR”. According to them sales executives
does knotty explain all feature POOR this kind of responses need to be considered with serious
ness.

62
7) RESPONSE TERMS:
One of the major factors, which has great role in “CRM”, is the response terms with regard
to customer query or grievance.

RESPONSE TERMS IN NUMBERS

70
TIMELY/PROMPTLY

SAFELY 25

INCONDITION 5

CHART-7

80
70
60
TIMELY/PROMPTLY
50
40 SAFELY
30
INCONDITION
20
10
0
IN NUMBERS

Interpretation:

From the above chart we conclude that most of the customer that is 70% of found the delivery
process is to be “TIMELY” and 25% of delivery process to be “SAFELY” and 5% of delivery
process to “INCONDITION”.

63
8) What is your opinion about bank?

S NO OPINION RESPONDENTS %
1 EXCELLENT 50 50
2 GOOD 30 30
3 AVERAGE 15 15
4 POOR 5 5

Interpretation:
Out of the 100 respondents 50% of them told “EXCELLENT” and 30% of them told “GOOD”
and 15% of them told “AVERAGE” and 5% of them told “POOR”.

64
9) AMBIENCE OF BANK:

The other factor, which has much influence on the customer, is the “AMBIENCE” of the show
room. This will help to know how the customer perceives this particular show room in
comparison with the other showroom.

S.NO SCALE RATING RESPONDENTS %

1 BANK AMBIENCE 55 55

2 DISTANCE 25 25

3 APPEAL 10 10

4 OTHERS 10 10

TOTAL 100 100

OTHERS
APPEAL 10%
1 SHOWROOM
10% AMBIENCE
2 DISTANCE

3 APPEAL
SHOWROOM
AMBIENCE 4 OTHERS
DISTANCE ,55%
25%

Interpretation:
From the above graph we can conclude that out of 100 customers interviewed 40% were telling
that the ambience of showroom is “PLEASANT’ and 38% was telling as “EXCELLENT” and
22% says “APPEAL” is very good.

65
 10 Since how many months have you been using ICICI BANK?

RESPONDENTS RESPONSE %
1-5 YEARS 30 30%
5-10 YEARS 50 50%
10 PLUS YEARS 20 20%

INTERPRETATION:
20% Respondents Are Using ICICI bank for more than 10 years and 30 respondents are using
this bank for 5 years and 50% respondents are using this bank for 5 to 10 years.

66
11 What is the reason for choosing this bank?

No. of respondents Percentage

Less charges 20 20%
Quality service 56 56%
Brand image 24 24%
Total 100 100%

Reason for choosing the service:

24% 20%

Less price
Quality service
Brand image

56%

Interpretation:
20 respondents choosing this bank for low service charges and 56% respondents are choosing
this bank for quality service. Only 24% respondents are choosing this bank for brand image.

67
12 Why do you prefer for this service?

No. of respondents Percentage

Convenience 53 53%
Economical 30 30%
Security 04 04%
Features 13 13%
Total 100 100%

Preferring for this service:

13%

4%

Convenience
Economical
53% Security
Features
30%

Interpretation:
53% respondents responded that the bank is convience and 30% resoponded that the bank is
economical. 4% preferred this bank for security purpose and 13% respondents preferred this
bank for features of the bank.

68
13. Do you feel that the instruments being provided along with the services is ok or you want a
change (as per choice)?

No. of respondents Percentage

Yes, we want change 10 10%
No, it is OK 90 90%
Total 100 100%

Instruments provided with service are ok or not:

10%

Yes, we want change

No, it is OK

90%

Interpretation:
From the above table it is clear that 90% of the total 100 respondents doesn’t want any change in
the instruments being provided by the company, they want as it is. But the remaining 10% of the
respondents are willing to have change in that at some choice, in terms of certain features as
compared with the competitors.

69
14. What is your Opinion on the service availability of ICICI BANK branches?

Respondents Percentage
Easily available 60 60%
Not available 10 10%
To some extent 30 30%
Can’t say 00 00%
Total 100 100%

No. of respondents

Easily available
Not available
To some extent
Can’t say
Total

Interpretation:
The above table indicates that the Bank services are easily available in urban areas; this is
clarified from 100 respondents surveyed.

70
15. Are you satisfied with the quality of service being provided?

No. of respondents Percentage

Yes 85 85%
No 5 5%
To some extent 0 0%
Can’t say 10 10%
Total 100 100%

Satisfaction l with the quality of service:

10%
0%
5%

Yes
No
To some extent
Can’t say

85%

Interpretation:
From the above table it is clear that 85% of the respondents are satisfied with the quality
of service while a significant number i.e., 10% of the respondents couldn’t say anything and 5%
of the respondents replied they are not satisfied with the quality of service.

71
 CHAPTER V
FINDINGS
SUGGESTIONS
CONCLUSION

72
FINDINGS

1. Most of the respondents were aware by the friends and relatives (48%).Advertisements
(28%) also helped in providing information to the respondents.

2. 82% of the respondents were aware of ICICI BANKbrand.

3. In advertisement media newspapers (56%) were much affective and motor (38%) was also a
major advertising media.

4. Many factors like family members advertising were responsible for influencing the
customers to buy ICICI BANK.

5. 6% of the customers were very much satisfied with ICICI BANK. Whereas 58% was
satisfied with ICICI BANK.

6. 39% of the respondents were satisfied with the service of the ICICI BANK.

7. After sales service at door step 38% was one of the factors which help the purchaser to buy a
ICICI BANK. Prompt service 52% also help to attract the purchaser.

8. 54% of the respondents considered the price of the ICICI BANK. As higher where as only
8% considered as economical and 38% of the respondent said it as reasonable.

73
SUGGESTIONS

1. The most important media for consumer durables is BANKING. So, they should go for
television advertisements rather going for newspaper, the television advertisements influences
more on the people. They should spend some expenditure for T.V. advertisements.

2. Being the price of the ICICI BANK is high they should try to reduce prices because there
are many other TV’s which can be purchased at lower cost, and then these people are selling. If
not, the sales may decrease.

3. More features should be added to the television according to the needs of the customer,
because their competitors are coming with new models. According to the competitors changing
models also these people should change the models also these people should change the models
or change the technology.

4. Company should give some incentives to the dealers for promoting the products of ICICI
BANK. They should not neglect dealers. They should select good dealers, b which they can give
customer satisfaction.

5. Company should setup service centres at dealer level itself. They should train some
personnel for exclusive maintenance of these Televisions. They should provide home service to
the customers. The personnel should be appointed by company to the dealers. The service should
be accurate.

74
CONCLUSION

a study was useful in understanding the customer relationship management of ing among a
various customers launching new formulations can make BANKING to the pioneer in many
market segments.

BANKING was inferred that most customers of high-income group preferred the supply about
70% of customers is aware of BANKING.

Most of the customers agree that ING is best quality with reasonable price the attitude 50% of
customers towards price of ACCOUNT is reasonable. But 10% of the customers of asking for
improvement in the quality.

75
BIBLIOGRAPHY

76
BOOKS

 PHILIP KOTLER 2000/e - MARKETING MANAGEMENT

 PHILIP KOTLER &
GARY ARMSTRONG - PRINCIPLES OF MARKETING

 G.C. BERI - MARKETING RESEARCH

 FINANCIAL MANAGEMENT - PRASANNA CHANDRA
 COST ACCOUNTING - S. N. MAHESHWARI
 COST ACCOUNTING - VARSHINI & SAXENA
 INVENTORY MANAGEMENT - BHAGIRATH SINGH.

WEBSITES

 www.icicibank.com
 www.bankinghelp.com
 www.google.com

JOURNALS

1. International Journal of Electronic Customer Relationship

2. International Journal of Business and Social Science. Vol. 2 No. 10
3. Journal of the Academy of Marketing Science, 28 (1)
4. International Journal of Customer Relationship Marketing and Management (
IJCRMM): 1947-9247, 1947-9255: Business IS&T Journals.
5. International Journal of Computer Science and Network Security, 10(12)

77
ANNEXTURE – QUESTIONNAIRE
Name of Respondent: ___________________________________________________
Designation: ________________________ Income: ___________________________
Address: ______________________________________________________________
Phone No._________________ Email id: ___________________________________
Introduction & purpose
Good ___________________. I’m __________________ from HSM on Customer Relationship
Management. As part of curriculum I am doing this survey for the award of Master of Business
Administration. Kindly, co-operate, the information given by you will be used for academic
purpose only.
……………………………………-o0o-………………………………………………

1. WHICH BANK YOU ARE USING?

2. SOURCES OF AWARENESS:
3. LEVEL OF SATISFACTION:
4. WHAT ARE THE VOLUBLE ATTRIBUTES YOU NORMALLY LOOK WHILE
PURCHASING AN ACCOUNT?
5. SUGGESTING TO FRIENDS:
6) BANK EXECUTIVE PERFORMENS:
7) RESPONSE TERMS:
8) WHAT IS YOUR OPINION ABOUT BANK?
9) AMBIENCE OF BANK:
10 SINCE HOW MANY MONTHS HAVE YOU BEEN USING ICICI BANK?
11 WHAT IS THE REASON FOR CHOOSING THIS BANK?
12 WHY DO YOU PREFER FOR THIS SERVICE?
13. DO YOU FEEL THAT THE INSTRUMENTS BEING PROVIDED ALONG WITH THE
SERVICES IS OK OR YOU WANT A CHANGE (AS PER CHOICE)?
14. WHAT IS YOUR OPINION ON THE SERVICE AVAILABILITY OF ICICI BANK
BRANCHES?
15. ARE YOU SATISFIED WITH THE QUALITY OF SERVICE BEING PROVIDED?

78