INDEX

S. No: CONTENTS
CHAPTER-I
INTRODUCTION

Need for the study

Scope of the Study
Objectives of the Study
Methodology of the Study
Limitations of the Study
CHAPTER-II
REVIEW OF LITERATURE
CHAPTER-III
INDUSTRY PROFILE &
COMPANY PROFILE
CHAPTER-IV & V
DATA ANALYSIS AND INTERPRETATION
CHAPTER-VI
FINDINGS

SUGGESTIONS

CONCLUSION

BIBLIOGRAPHY

1
 CUSTOMER RELATIONSHIP MANAGEMENT
ICICI BANK

ABSTRACT

CRM, refers to Customer Relationship Management, has it origin in the Contact

Management in 1980s. The aim is to establish a management mechanism to improve the
relationship between enterprise and customer. As a business strategy, CRM effectively
organize the enterprise resource in the department of marketing, sales and support; as the
customer-centered management strategy with the information technology, the system
intends to redesign the business function, recombine the work flow, and upgrade the
satisfaction degree to appeal the customer, in order to gain profit. CRM exists as the
management system in early times, but as the mature idea and technology in the
management mechanism, it merges and rises in recent years. CRM software which
supports this management mechanism became the sunrise industry in the software market
and regard as the emerging technology which improve the enterprise management after
ERP. The enterprises all over the world undergo a profound conversion because of CRM,
which related to the communication and interaction between enterprise and customer or
potential customer. Information technology and Internet not only change the management
and operating mode but also impact the competitive capability. If ERP help the enterprise
to optimize the internal management flow and other resources, CRM make the external
resource especially the customer resource to be fully utilized, in order to boost the
enterprise development. The origin and development of CRM inspired by three aspects:
pull the demand, promote the information technology and renovate the management idea.
In the aspect of demand, business flow reorganization (BRP) and ERP achieve the goal of
optimizing and automating the flow in the field of production, inventory, finance and
current of materials in 1980s. But the field of sales, paying not much attention to the
marketing and after-sales service could result in the incomplete recognition of the
2
customer and dealing with them without unified information. On the other hand, it is
important for enterprise to keep regular customer and win new ones. This gave birth to
the inconsistent behavior between reality and demand.
The function of CRM could be reduced to three aspects: to base the business flow of
sales, marketing and customer service on information; to integrate and automatically deal
with the communication technology, (such as telephone, fax, Internet and Email, etc.); to
process data of the above aspects and intelligent manage the customer, so as to offer
support to the strategic decision.

3
 CHAPTER - I

INTRODUCTION

CUSTOMER RELATIONSHIP MANAGEMENT

Customer Relationship Management entails all aspects of interaction a company has with
its customer, whether it is sales or service related; it starts with the foundation of
relationship market ICICI. CRM is a systematic approach towards us ICICI information
and onto ICICI dialogue to built long los ICICI mutually beneficial customer
relationship. The use of CRM technology forms the crucial front-end of any e-business
strategy, essentially CRM has emerged as convivial weapon in the hands of the industry
laggards as well as leaders to cascade the business suites; the only touch point which is
formulate ICICI this base is the awareness amongst the corporatists to suffice the
customers already available to the companies to large extent.

In today’s first-paced competitive business environment it’s more important than ever to
create and maintain long-los ICICI business relationships.

Today, Customer Relationship Management (CRM) manages business process span

ICICI sales, support, and market ICICI create ICICI effective customer interactions.
Given the purpose of CRM, the functionality is straightforward, and the benefits of
successful deployments clearly generate value and profitability for any company. Grate
CRM solutions need to encourage users to interact with the application as well as be in-
tune with the business and IT cost-sav ICICI needs.

“For the modern-day CRM to be world class it needs to be revolutionary in

market incursion and evolutionary in technological up gradation.”
Today the major business focus is towards endow ICICI value addition to the sales cycle,
and customer retention rather than construct ICICI a new customer base which is costlier
and also an uncertain chase from business perspective. The basic philosophy behind

4
CRM is that a company’s relationship with the customer would be the biggest asset in the
long-run.
It is now vital for CRM vendors to develop a sound understand ICICI of their
target organizations customer and deliver them with solutions which help in achieve
ICICI long-term business relations with their customers.

NEED FOR THE STUDY

Organization ICICI is competitive environment with relationship management of

customer and they are attracting ICICI the customer with some effective sale promotions.
But some organizations need to evaluate the purpose, utility, effectiveness of customer
satisfaction. They are fails to evaluate this customer relationship management. So this
study has been undertaken to assess the customer relationship management in the
organization.

SCOPE OF THE STUDY:

The scope is confirmed only to examine the “Customer relationship management with
reference to ICICI BANK SERVICES” and to find possible remedies to counteract their
competition.
The scope of project work is to get the opinions from respondents on the issues
mentioned earlier. It is limited to the twin cities of Hyderabad and is confined to the
urban areas as the respondents are the subscribers of ICICI BANK are one form or the
other.

OBJECTIVES OF THE STUDY

The broad objective is to study the perception of “CUSTOMER RELATIONSHIP

MANAGEMENT WITH REFERENCE TO ICICI BANK”.
 To find out the factors that influences the decision of an ICICI bank services.

5
 To identify and study the problems faced by the consumers of ICICI BANK
SERVICES.
 To study the satisfaction level of exist consumer of ICICI BANK SERVICES.
 To assess the role of brand image in the purchase decision of ICICI BANK
SERVICES.
 To offer conclusions and suggestions.
 To study the objectives in detail the follow ICICI research methodology is
adopted.

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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 ICICIER
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.

SAMPLE ICICI PLAN AND SIZE FOR CONSUMERS:

It plays a vital role in decide the quality of any project while do this survey it
is felt to conduct the survey for consumers under convenient sample ICICI method.
Convenience sample ICICI was adopted both for consumers where the sample unites
are chosen primarily on the basis of the convenience of the investigators. The sample
size was determined as 100 consumers

SAMPLE TERRITORY:

The survey has been conducted and restricted to the city of Hyderabad in
TELANGANA ‘

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 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 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 the sample questionnaires, a pilot survey have been conducted
among the various sections of the people. Word ICICI and sequence ICICI of questions,
choice of respondents, information sought and instruments clarity as a whole were tested.
After take ICICI 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 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 to a
common base and there by allow mean ICICI 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.

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 accuracy of the analysis and conclusion drawn entirely depends upon the
reliability of the information provided by the employees.
 Sincere efforts were made to cover maximum departments of the employees, but the
study may not fully reflect the entire opinion of the employees.
 In the fast moving/changing employees behaviour, name new and better things may
emerge in the near future, which cannot be safeguard in this report.

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 CHAPTER - II

REVIEW OF LITERATURE

Markets:

The concepts of exchange and relationships lead to the concept of a market. A

market is the set of actual and potential buyers of a product. These buyers share a
particular need or want that can be satisfied through exchange relationships.
Marketing means managing markets to bring about profitable customer
relationships. However, creating these relationships takes work. Sellers must search for
buyers, identify must first create a need-satisfying marketing offer (product). It must
decide how much it will charge for the offer (price) and how it will make the offer
available target consumers (place).Finally, it must communicate with the target customers
about the offer and persuade them of its merits (promotion).

Marketing:

Marketing is the business function that identifies customer needs and wants.
Creating customer value and satisfaction are the heart of modern marketing thinking and
practice. Marketing is the delivery of customer satisfaction at a profit.
Many people think of marketing only as Selling & advertising. But selling &
advertising are Only the tip of marketing. Marketing means managing markets to bring
about exchanges and relationships for the purpose of creating value and satisfying needs
& wants.

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 Today, marketing must be understood not in the old sense of making a sale –
‘’telling and selling’’ – but in the new sense of satisfying customer needs. If the marketer
does a good job of understanding consumer needs; develops products that provide
superior value; and prices, distributes, and promotes them effectively, these products will
sell very easily. Thus, selling and advertising are only part of a larger ‘’marketing mix’’
– a set of marketing tools that work together to satisfy customer needs and build customer
relationships.
Broadly defined, marketing is a social and managerial process by which
individuals and groups obtain what they need and want through creating and exchanging
value with others. In a narrower business context, marketing involves building
profitable, value – laden exchange relationships with customers.
Hence, we define marketing as the process by which companies create value for
customers and build strong relationships in order to capture value from customers in
return.

Customer Needs, Wants, and Demands:

The most basic concept underlying marketing is that of human needs. Human
needs are states of felt deprivation. They include basic physical needs for food, clothing,
warmth, and safety: social needs for belonging and affection: and individual needs for
knowledge and self – expression. Marketers did not create these needs: they are a basic
part of the human makeup.
Wants are the form human needs take as they are shaped by culture and individual
personality. An American needs food but wants a Big Mac, French fries, and a soft
drink. A person in Mauritius needs food but wants a mango. Rice, lentils, and beans.
Buying power shapes wants, wants become demands. Given their wants and resources,
people demand products with benefits that add up to the most value and satisfaction.

Marketing Management:

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 The analysis, planning, implementation and control of programs design to create,
build and maintain beneficial exchanges with target buyers for the purpose of achieving
organizational objectives.

Marketing Management concepts

Production Product Selling Marketing Societal

Production concept:

Management should focus on improving production and distribution efficiency. When the
demand for a product exceeds the supply, management should looks for ways to increase
production. When the products cost is too high, improved productivity is needed to bring
it down.

Product concept:

Consumer will favour products that offer the most quality, performance and
HEROHONDA tide features. Thus, an organization should devote energy to making
continues product improvements.

Selling concept:

Consumers will not buy enough of the organizations products unless its under takes
large-scale selling and promotion effort.

ExistingSelling &Profits through

Factoryproductspromotingsales volume

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Selling:
Selling is also important function of marketing. It is the process where by goods
and services finally flow to the customers who need them. Selling focuses on the needs of
the seller.

Marketing concept:

The marketing concept holds that achieving organizational goals depends on determining
the needs and wants of target markets and delivering the desired satisfaction more
effectively and efficiently than to competitors.

CustomerIntegratedProfits through
Marketneedsmarketingcustomer satisfaction

Marketing means obtaining customers. Marketing focuses on the needs of the

purchaser. Makes profits by creating long term customer relationships based on customer
value and satisfaction.

Societal concept:

The societal marketing concept holds that the organization

should determine the needs, wants and interests of target markets.

Society
(Human welfare)

Consumers Company
(Want satisfaction) (Profits)

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CUSTOMER RELATIONSHIP MANAGEMENT

CRM:
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 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.

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 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.

15
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

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  Web sales data

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 centre efficiency
 Higher close rates
 Better profiling and targeting
 Reduced expenses
 Increased market share
 Higher overall profitability
 Marginal costing
 Creates communication

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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 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

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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.

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 centre 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

19
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 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 centres 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 centre 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,

20
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 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 Face book 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.

21
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-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.

23
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 favoured 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 soloed 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 favour
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 for 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

25
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.

26
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
The impact of a 5% increase in retention rates

27
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
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

28
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
 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.

29
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:

– 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

30
 – Inventory, order processing, and accounts receivable features can be used
to augment the CRM program
– Goal: establish a closed-loop e CRM 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

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

31
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

32
 CHAPTER - III
INDUSTRYPROFILE
&
COMPANY PROFILE

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
33
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, banc assurance is prevalent, as most banks offer insurance services (and now real
estate services) to their clients.

INTRODUCTION

India’s banking sector is constantly growing. Since the turn of the century, there has been
a noticeable upsurge in transactions through ATMs, and also internet and mobile
banking.
Following the passing of the Banking Laws (Amendment) Bill by the Indian Parliament
in 2012, the landscape of the banking industry began to change. The bill allows the
Reserve Bank of India (RBI) to make final guidelines on issuing new licenses, which
could lead to a bigger number of banks in the country. Some banks have already received
licences from the government, and the RBI's new norms will provide incentives to banks
to spot bad loans and take requisite action to keep rogue borrowers in check.
Over the next decade, the banking sector is projected to create up to two million new
jobs, driven by the efforts of the RBI and the Government of India to integrate financial
services into rural areas. Also, the traditional way of operations will slowly give way to
modern technology.

MARKET SIZE

34
Total banking assets in India touched US$ 1.8 trillion in FY13 and are anticipated to
cross US$ 28.5 trillion in FY25.
Bank deposits have grown at a compound annual growth rate (CAGR) of 21.2 per cent
over FY06–13. Total deposits in FY13 were US$ 1,274.3 billion.
Total banking sector credit is anticipated to grow at a CAGR of 18.1 per cent (in terms of
INR) to reach US$ 2.4 trillion by 2017.
In FY14, private sector lenders witnessed discernable growth in credit cards and personal
loan businesses. ICICI Bank witnessed 141.6 per cent growth in personal loan
disbursement in FY14, as per a report by Emkay Global Financial Services. Axis Bank's
personal loan business also rose 49.8 per cent and its credit card business expanded by
31.1 per cent.

INVESTMENTS

Bangalore-based software services exporter Mphasis Ltd has bagged a five-year contract
from Punjab National Bank (PNB) to set up the bank’s contact centres in Mangalore and
Noida (UP). Mphasis will provide support for all banking products and services,
including deposits operations, lending services, banking processes, internet banking, and
account and card-related services. The company will also offer services in multiple
languages.
Microfinance companies have committed to setting up at least 30 million bank accounts
within a year through tie-ups with banks, as part of the Indian government’s financial
inclusion plan. The commitment was made at a meeting of representatives of 25 large
microfinance companies and banks and government representatives, which included
financial services secretary Mr GS Sandhu.
Export-Import Bank of India (Exim Bank) will increase its focus on supporting project
exports from India to South Asia, Africa and Latin America, as per Mr Yaduvendra
Mathur, Chairman and MD, Exim Bank. The bank has moved up the value chain by
supporting project exports so that India earns foreign exchange. In 2012–13, Exim Bank

35
lent support to 85 project export contracts worth Rs 24,255 crore (US$ 3.96 billion)
secured by 47 companies in 23 countries.

GOVERNMENT INITIATIVES

The RBI has given banks greater flexibility to refinance current long-gestation project
loans worth Rs 1,000 crore (US$ 163.42 million) and more, and has allowed partial
buyout of such loans by other financial institutions as standard practice.
The earlier stipulation was that buyers should purchase at least 50 per cent of the loan
from the existing banks. Now, they get as low as 25 per cent of the loan value and the
loan will still be treated as ‘standard’.

The RBI has also relaxed norms for mortgage guarantee companies (MGC) enabling
these firms to use contingency reserves to cover for the losses suffered by the mortgage
guarantee holders, without the approval of the apex bank. However, such a measure can
only be initiated if there is no single option left to recoup the losses.

SBI is planning to launch a contact-less or tap-and-go card facility to make payments in

India. Contact-less payment is a technology that has been adopted in several countries,
including Australia, Canada and the UK, where customers can simply tap or wave their
card over a reader at a point-of-sale terminal, which reads the card and allows
transactions.

SBI and its five associate banks also plan to empower account holders at the bottom of
the social pyramid with a customer call facility. The proposed facility will help customers
get an update on available balance, last five transactions and cheque book request on their
mobile phones.

36
ROAD AHEAD

India is yet to tap into the potential of mobile banking and digital financial services.
Forty-seven per cent of the populace have bank accounts, of which half lie dormant due
to reliance on cash transactions, as per a report. Still, the industry holds a lot of promise.
India's banking sector could become the fifth largest banking sector in the world by 2020
and the third largest by 2025. These days, Indian banks are turning their focus to
servicing clients and enhancing their technology infrastructure, which can help improve
customer experience as well as give banks a competitive edge. Exchange Rate Used: INR
1 = US$ 0.0163 as on October 28, 2014

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

37
macella on a long bench called a bancu, from which the words banco and bank are
derived. As a moneychanger, the 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.

38
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.

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.

39
 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 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,

40
 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:
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.

41
 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
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,

42
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.
 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

43
 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.

OTHER TYPES OF BANKS

44
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

INTRODUCTION

ICICI Bank is India's second-largest bank with total assets of ` 4,062.34 billion (US$ 91
billion) at March 31, 2011 and profit after tax ` 51.51 billion (US$ 1,155 million) for the
year ended March 31, 2011. The Bank has a network of 2,752 branches and 9,225 ATMs
in India, and has a presence in 19 countries, including India. 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 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. The 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). ICICI Bank was the first private
sector bank in India to offer PPF account facility at all bank branches. Among the first
banks to introduce account portability and also the only bank to offer portability on two
additional channels - Internet Banking and Phone Banking. ICICI Bank launches first
Electronic Toll Collection project on NH-1. A first of its kind project initiated by the
Ministry of Road, Transport & Highways, National Highway Authority of India (NHAI)
and ICICI Bank.
45
ICICI Bank receives approval from RBI to set up an Infrastructure Debt Fund. It is the
first debt fund to get government's go ahead. ICICI Bank launches its official Facebook
Page. First bank in India to offer one-of-its kind "Your Bank Account" App, which
allows access to bank account information on Facebook.

Vision

To be the leading provider of financial services in India and a major global bank.

MISSION

It will leverage the people, technology, speed and financial capital to:
 Be the banker of first choice for the customers by delivering high quality, world-
class products and services.
 Expand the frontiers of the business globally
 Play a proactive role in the full realization of India's potential.
 Maintain a healthy financial profile and diversify the earnings across businesses
and geographies.
 Maintain high standards of governance and ethics.
 Contribute positively to the various countries and markets in which we operate.
 Create value for the stakeholders.

HISTORY

ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial
institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was
reduced to 46% through a public offering of shares in India in fiscal 1998, an equity
offering in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition

46
of Bank of Madura Limited in an all-stock amalgamation in fiscal 2001, and secondary
market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI was
formed in 1955 at the initiative of the World Bank, the Government of India and
representatives of Indian industry. The principal objective was to create a development
financial institution for providing medium-term and long-term project financing to Indian
businesses.

 In the 1990s, ICICI transformed its business from a development financial institution
offering only project finance to a diversified financial services group offering a wide
variety of products and services, both directly and through a number of subsidiaries and
affiliates like ICICI Bank. In 1999, ICICI become the first Indian company and the first
bank or financial institution from non-Japan Asia to be listed on the NYSE.

 After consideration of various corporate structuring alternatives in the context of the

emerging competitive scenario in the Indian banking industry, and the move towards
universal banking, the managements of ICICI and ICICI Bank formed the view that the
merger of ICICI with ICICI Bank would be the optimal strategic alternative for both
entities, and would create the optimal legal structure for the ICICI group's universal
banking strategy. The merger would enhance value for ICICI shareholders through the
merged entity's access to low-cost deposits, greater opportunities for earning fee-based
income and the ability to participate in the payments system and provide transaction-
banking services. The merger would enhance value for ICICI Bank shareholders through
a large capital base and scale of operations, seamless access to ICICI's strong corporate
relationships built up over five decades, entry into new business segments, higher market
share in various business segments, particularly fee-based services, and access to the vast
talent pool of ICICI and its subsidiaries.

 In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger
of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal
Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The
merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the

47
High Court of Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature
at Mumbai and the Reserve Bank of India in April 2002. Consequent to the merger, the
ICICI group's financing and banking operations, both wholesale and retail, have been
integrated in a single entity.

PERSONAL BANKING
Deposits
Loans
Cards
Investments
Insurance
Demat Services
Wealth management

NRI BANKING
Money Transfer
Bank accounts
Investments
Property Solutions
Insurance
Loans

BUSINESS BANKING
Corporate net banking
Cash Management
Trade services
FX online

48
SME services
Online taxes
Custodial services

ICICI GROUP COMPANIES

 ICICI Group
http://www.icicigroupcompanies.com
 ICICI Prudential Life Insurance Company
http://www.iciciprulife.com/public/default.htm
 ICICI Securities
http://www.icicisecurities.com
 ICICI Lombard General Insurance Company
http://www.icicilombard.com
 ICICI Prudential AMC & Trust
http://www.icicipruamc.com
 ICICI Venture
http://www.iciciventure.com
 ICICI Direct
http://www.icicidirect.com
 ICICI Foundation
http://www.icicifoundation.org
 Disha Financial Counselling
http://www.icicifoundation.org
 ICICI Bank also has banking subsidiaries in UK and Canada

BOARD OF DIRECTORS
Mr. M. K. Sharma, Ms. Chanda Kochhar,
Chairman Managing Director & CEO
Independent Director ...........................................
............................................. Mr. N. S. Kannan,

49
 .
Mr. Uday Chitale
Independent Director
.............................................
.
Mr. Dileep Choksi
Independent Director
.............................................
.
Ms. Neelam Dhawan Executive Director
Independent Director ...........................................
............................................. Ms. Vishakha Mulye,
. Executive Director
Mr. M. D. Mallya ...........................................
Independent Director Mr. Vijay Chandok,
............................................. Executive Director
. ...........................................
Mr. Radhakrishnan Nair Mr. Anup Bagchi,
Independent Director Executive Director
.............................................
.
Mr. V. K. Sharma
Independent Director
.............................................
.
Mr. Lok Ranjan 
Government Nominee
Director
AWARDS 
2018

50
 ICICI Bank was recognised as one of the ‘Prestigious Brands of India’ in a list
published by Herald Global, a portal that features national and international news as well
as brand reviews.
 ICICI Bank was declared winner in the ‘Best Use of Data Analytics’ category at
the Retail Banker International Awards 2018.
 ICICI Bank won the ‘Best Retail Bank’ in India award at The Asian Banker
Excellence in Retail Financial Services International Awards 2018.
 The Bank has won this award for the fifth year in a row. This year, ICICI Bank
has also won an award in ‘The Best Digital Retail Operational Risk Initiative,
Application or Programme’ category.
 ICICI Bank ranked first among private sector banks in the eighth edition of ‘The
Brand Trust Report, India Study 2018’. The study is published by TRA (formerly Trust
Research Advisory), a brand intelligence and data insights company.
 Ms. Chanda Kochhar was honoured with the Award for Corporate Excellence at
the eighth edition of the HELLO! Hall of Fame Awards 2018. These awards are
organised by HELLO! Magazine, published by Bennett, Coleman & Co. Ltd.
2017
 ICICI Bank received a citation at the fifth edition of The Financial Inclusion Agenda
organised by CNBC-TV18 in the ‘Impactful Financial Inclusion Initiatives’ category
 Ms. Chanda Kochhar emerged 5th on Forbes list of ‘The World's Most Powerful
Women in Finance 2017’ and is the only Indian leader to be featured in this list
 ICICI Bank won two awards at The Asset Triple A Private Banking, Wealth
Management, Investment and ETF Awards 2017. The Bank has won these awards in
the ‘Derivatives House of the Year, India’ and ‘Best Structured Products House, India’
categories

51
 2016
 ICICI Bank wins the National Securities Depository Limited Top Performer
Award for opening the highest number of demat accounts in 2016
 ICICI Bank is awarded the ‘Best Bond House’-Domestic at the Asset Triple A
Country Awards 2016.
 ICICI Bank wins the award in the ‘Best Syndicated Loan’ category at the Asset
Triple A Country Awards 2016.
2015
 ICICI Bank was ranked first among private banks as per Brand Equity's Most
Trusted Brands survey 2015, an initiative of The Economic Times. The Bank was
ranked 10th in the list of overall best service brands in the same survey.
 ICICI Bank was declared the winner in the ‘Sustainable Business’ category and
runners up in the ‘Big Data & Analytics’ category at the EFMA- Accenture Innovation
Awards in Amsterdam.
 ICICI Bank won the 'Best Local Trade Finance Bank in India' at Global Trade
Review (GTR) 'Asia Leaders in Trade Awards 2015'.
 The Central Monitoring System (CMS) project of ICICI Bank involving
implementation of security systems at branches and 24x7 remote monitoring at a
central Network Operations Center (NOC) was adjudged the best 'IT Security Initiative
Project' at Elets 11th Annual eINDIA Summit Awards 2015 held in Mumbai.
 ICICI Bank won the 'Best Website Design' in Asia-Pacific at Global Finance's
2015 World's Best Digital Bank Awards.
 ICICI Bank won the first prize at the National Energy Conservation Award 2015
under the office buildings category.
2014
 ICICI Bank has ranked second at the 'National Energy Conservation Award 2014
 ICICI Bank has been awarded the 'Best Retail Bank in India', 'Best Microfinance
Business' and Best Retail Banking Branch Innovation' under the 'Excellence in Retail
Financial Services awards 2014' by The Asian Banker.

52
 ICICI Bank has been honoured as The Best Service Provider - Risk Management, India
at The Asset Triple A Transaction Banking, Treasury, Trade and Risk Management
Awards 2014.
 ICICI Bank won the award for the Best Bank - Global Business Development (Private
Sector) in the Dun & Bradstreet - Polaris Financial Technology Banking Awards 2014.
2013
 ICICI Bank won the Asian Banking & Finance Retail Banking Award 2013 for the
Online Banking Initiative of the Year
 ICICI Bank won an award under the Social Media category at the InformationWeek
EDGE Award
 ICICI Bank received the award for 'Best Private Sector Banker' by the Sunday
Standard Best Bankers Awards 2013.
 ICICI Bank has been awarded the 'Best Banker - All round expansion' by the Sunday
Standard Best Bankers Awards 2013.
 ICICI Bank won 'Best Banker - Efficiency & Profitability' by the Sunday Standard
Best Bankers Awards 2013.
2012
 ICICI Bank received the "Dataquest Technology Innovation Awards 2012" for Data
center migration by Dataquest.
 ICICI Bank was conferred the Best Performance Award for Self Help Group (SHG)
Bank Linkage Programme in NABARD's State Level Awards announced by their
Maharashtra Regional Office. The Bank received the first prize for the year 2010-11
in the Private Sector Bank category and 2nd runner up for the year 2011-12 in the
Commercial Bank category.
ICICI Bank ATMs are one of the largest networks in the country. There are many other
ATMs operated with international credit cards. They are operated 24 hours Visa, Visa
Electron, Master, Cirrus and Maestro cards can be used in all the ICICI Bank ATMs.
For local currency the maximum withdrawal limit is `15000 a day using ATM card.
Also for the local bank accounts there is ATM service free. There is a transaction
charge for the credit card cash withdrawal.

53
 CHAPTER – IV & V
DATA ANALYSIS & INTERPRETION

54
 1. Which bank you are using?

S NO PRODUCT RESPONDENTS %

1 ICICI 60 60%

2 HDFC 20 20%

3 ING 15 15%

4 CITI BANK 5%
CHART

RESPONDENTS
5%

15%

20% 60%

55
INTERPRETATION:

From above graph it can be observed that 60% of the respondents are using ICICI
bank 20% HDFC bank 15% using Ing bank 5% are using stated that the general
satisfaction level of for ICICI in twin cities of Hyderabad and Secunderabad is 60%.

2. SOURCES OF AWARENESS:
The customer was enquired about the sources of awareness with regard the
ICICI. 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%

56
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.

3. LEVEL OF SATISFACTION:
The customer was enquired about the level of satisfaction with regard to the
ICICI.

S NO SATISFACTION RESPONDENTS %

1 EXCELLENT 30 30 %

2 GOOD 10 10%

3 AVERAGE 50 50 %
4 POOR 10 10 %
57
INTERPRETATION:
Out of the responses obtained from 100 customers 30% said that they are
EXCELLENT satisfied and 30% were GOOD and 10% were AVERAGE and 50% were
vehicle is poor. This data is obtained by most of members were satisfied by ICICI
services.

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

RESPONDENT
S NO ATTRIBUTES S %

1 SERVICES 50 50%

2 PRICE 10 10%

3 SAFETY 30 30%

4 OTHERS 10 10%

Chart Title
SERVICES PRICE SAFETY OTHERS

10%

30% 50%

10%

INTERPRETATION:

58
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.

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

90
80
70
60
50
40 RESPONDENTS
30
20
10
0

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

59
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%

RESPONDENTS

INTERPRETATION:

Out of 100 respondents 70 % of them felt the explanation to be “EXCELLENT”.

And 25% of them “VERY GOOD” and rest of 5% felt to be “POOR”. According to them

60
sales executives does knotty explain all feature POOR this kind of responses need to be
considered with seriousness.

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
50 TIMELY/PROMPTLY
40 SAFELY
INTERPRETATION:
30 INCONDITION
20
10
0
From the above chart
IN NUMBERS 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”.

8) What is your opinion about bank?

S NO OPINION RESPONDENTS %

61
 1 EXCELLENT 50 50%
2 GOOD 30 30%
3 AVERAGE 15 15%
4 POOR 5 5%

POOR

AVERAGE

GOOD

EXCELLENT

0 10 20 30 40 50 60 70 80 90 100

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”.

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%

62
 2 DISTANCE 25 25%

3 APPEAL 10 10%

4 OTHERS 10 10%

TOTAL 100 100%

INTERPRETATION:

From the above graph we can conclude that out of 100 customers interviewed 55% were
telling that the bank ambience of showroom is “DISTANCE’ and 25% was telling as
“EXCELLENT” and 10% says “APPEAL” is very good. And 10% others.

10. What is your Opinion on the service availability of fixed lines?

No. of respondents Percentage

Easily available 100 100%
Not available 00 00%
To some extent 00 00%
Can’t say 00 00%
Total 100 100%

63
 100
90
80
70
60
50
40
30 No. of respondents
20 Percentage
10
0
e
bl bl
e
ia la la nt y
v ai x te sa l
a v ta
sil
y ta ee n ’t To
Ea No
so
m Ca
To

INTERPRETATION:

The above table indicates that the ICICI fixed line services are easily available in urban
areas, this is clarified from 100 respondents surveyed.

11) Is CLIP facility providing by the services is sufficient & convenient to you?

No. of respondents Percentage

Yes 100 100%
No 00 00%
Total 100 100%

Opinion about CLIP facility:

64
 0%

Yes
No

100%

INTERPRETATION:
From the above analysis it is clear that 100% of the respondents are feeling happy
and feel the clip facility is sufficient and convenient to them.

12) 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:

65
 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 don’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.
13.Do you recommend these services to your friends, Colleagues & Family?

No. of respondents Percentage

Yes 63 63%
No 37 37%
Can’t say 00 00%
Total 100 100%

66
Recommendation of the service:

70
63
60

50

40 37

30

20

10
0
0
Yes No Can’t say

INTERPRETATION:
It is clear that 63% of the respondents would recommend the service, while a
significant 37% of the respondents do not want to recommend the service to their friends,
colleagues & family.

14) Do you want any additional features to be included to you service in future?

No. of respondents Percentage

Yes 67 67%
No 23 23%
Total 100 100%

67
 Any additional features:

80 67
60

40
23
20

0
Yes No

INTERPRETATION:

From the above table it is clear that 67% of the total respondents are desirous of having
some new features like Net banking, Mobil banking, online banking etc., to be included
in this service in future, and the remaining 23% respondents do not want any changes as
far as the additional features are concerned.

68
CHAPTER-VI
FINDINGS
SUGGESTIONS
CONCLUSION

69
 FINDINGS

 Most of the respondents were aware by the friends and relatives

(48%).Advertisements (28%) also helped in providing information to the respondents.
 82% of the respondents were aware of ICICI brand.
 In advertisement media newspapers (56%) were much affective and motor (38%) was
also a major advertising media.
 Many factors like family members advertising were responsible for influencing the
customers to buy ICICI BANKING.
 6% of the customers were very much satisfied with ICICI BANKING. Whereas 58%
was satisfied with ICICI BANKING.
 39% of the respondents were satisfied with the service of the ICICI BANKING.
 After sales service at door step 38% was one of the factors which help the purchaser
to buy a ICICI BANKING. Prompt service 52% also help to attract the purchaser.
 54% of the respondents considered the price of the ICICI BANKING. As higher
where as only 8% considered as economical and 38% of the respondent said it as
reasonable.

70
 SUGGESTIONS

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

71
 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.

72
 BIBLIOGRAPHY

BOOKS:
● Philip Kotler ,2009, Marketing Mgmt., T.M.H, New Delhi (11TH EDITION)
● Philip Kotler& Gary Armstrong, Principles of marketing, Prentice hall (2010)
(13TH EDITION)
● G.C BERI, Marketing Research, TATA McGraw Hill Education INDIA (2013)
● Schiff man& Kanuk,1997, Consumer behaviour, PHI (6TH EDITION)

WEBSITES:
 www.icici.com
 www.bankinghelp.com
 www.crmnext.com

73
 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. Do you own an account? (yes / no)

2. Sources of awareness: ()

(a)TV (b) newspaper (c) friends (d) dealers

3. Level of satisfaction ( )

(a)excellent (b) good (c) average (d) poor

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

(a) service (b) price (c) safety (d) others

5. Suggesting to friends: (yes/no)

74
6) Bank executive performers: ( )
(a) Excellent (b) good (c) average (d) poor

7) Delivery terms: ()

(a) timely/promptly (c) safely (c) in condition

8) Ambience of bank: ( )

(a) Bank ambience (b) distance

(c) Appeal (c) others

9. What is your opinion on the serviced availability of fixed lines?

a) Easily available b) Not available
c) To some extent d) can’t say
10) Is CLIP facility providing by the service is sufficient & convenient to you?
a) Yes b) No
11) Do you feel that the instruments being provided along with the services is OK or
you want any change? (As per your choice)
a) Yes, we want change b) No, it is ok
12) Do you recommend this service to your friends, colleagues & family?
a) Yes b) No

13. Are you satisfied with your account service? (YES / NO)

14. Please rate over all experience with regard to the above
ANS: ___________________________________

75
15. Post Purchase:

(A) Did the sales personnel contact you about the satisfaction level after delivering
the account.? (YES / NO)

i) How Many Times ( )

A) ONCE B) TWICE C) MORE THAN TWICE

I6) Were they friendly (YES / NO)

17. Please mention your valuable suggestions:

76