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Year
Domestic Retail (Exhibit
6a) Base year 2002 2003 2004 2005 2006
Credit Cards
Market Size (mn cards) 5.00 6.13 7.50 9.19 11.26 13.79
Annual Growth Rate 22.50% 22.50% 22.50% 22.50% 22.50% 22.50%
ICICI's Current Share 5% 5% 5% 5% 5% 5%
Incremental Size (mn) 1.13 1.38 1.69 2.07 2.53
Share in Incremental Size 15% 15% 15% 15% 15% 15%
Number of ICICI cards (mn) 0.42 0.63 0.88 1.19 1.57
Income per card ($) 31.91 31.91 31.91 31.91 31.91 31.91
Contribution ($ mn) 7.98 13.36 19.96 28.04 37.94 50.06
Total Contribution ($ mn) 31.10 46.14 66.27 92.02 125.01 167.32
Assumption:
Annual growth rate assumed to be 22.5%; given to vary between 20-25% in Case
Following the Indian diaspora
Historically, banks have expanded abroad by first going to customers with strong ties to the
home country e.g. HSBC
Opportunity: Retail
• 20 million NRIs/PIOs worldwide (2001)
• Growing at 10% over the next 5-10 years
• 10% of the world’s remittances are sent to India ($15 bn out of $150 bn annually)
• Public sector banks enjoy trust but lack technology and product innovation
• Foreign banks provide services to HNI customers but lack deep branch network in India
• Nonbank players are major competitors
• Opportunities to cross-sell products like housing loans
• Diversification
Opportunity: Corporates
• International acquisitions and investments (600 subsidiaries of Indian companies in UK)
• Shift in revenue sources: from India to international sources
• Leverage existing relationships– following existing (strong) network of corporate customers
NRI deposits
Total NRI ICICI's Income Remittances have the
Year
Deposits share ($mn) highest potential; NRI
2001 23.07 0.50% 0.72 deposits smaller but
2002 23.80 1.50% 2.23 significant
2003 24.56 2.00% 3.07 Different market
2004 25.34 2.50% 3.96
segments,
2005 26.14 3.00% 4.90
2006 26.97 3.50% 5.90 geographies- blue
collar vs white collar;
Assumptions: US/UK vs GCC
1. Growth rate of NRI desposits (overall) =3% Can use technology to
2. Margins are between 0.5-0.75% (assumed 0.625%) reduce branch
3. ICICI’s share increases to 3.5% in 5 years investment
Opportunity Sizing: Remittances market
Year
2001 2002 2003 2004 2005 2006
Total Remittances Market ($
15.00 16.50 18.15 19.97 21.96 24.16
bn)
Market Growth 10% 10% 10% 10% 10% 10%
Share Capture by ICICI 3% 5% 7% 9% 10%
Average Transaction Size ($) 250 250 250 250 250
Number of Transactions
1.98 3.63 5.59 7.91 9.66
(mn)
Revenue per Transaction ($)
12.50 12.50 12.50 12.50 12.50
(@5%)
Income ($ mn) 24.75 45.38 69.88 98.83 120.79
Opportunity sizing: Corporate lending and trade financing
Treasury and corporate lending
Require:
Existing relationship
Technology
Diversification opportunity
International expansion through either of NRI or BPO services provided ICICI with an opportunity
to diversify its business
Potential success factors in International expansion
Technological advancement
o ICICI has superior technology than other banks who tried abroad stint
o Technology is critical in most International locations to provide good service
Optimal pricing
From the lessons learnt, ICICI could price the products better for high market share capture
Marketing
Unlike other banks who had limited success in International expansion, ICICI can market its products aggressively to form large customer base
Product innovation
Backed by technology and its quick decision taking abilities, ICICI could come up with innovative products, say in NRI services
NRI Deposits
• With a growing India diaspora (10%) and a high GDP growth in India, higher interest rates in India (12.5%) as
compared to the low interest rates in the west (2-3%), the market can be captured quickly
• Further, with ICICI’s core competency in technology, it can make platforms for tech-savvy white collared NRIs and
workers to transfer money electronically into their ICICI INR accounts
• NRI Deposits have a huge potential and can act as a cheap source of funding by (benefit of 0.5% to other sources)
the booming domestic loan market.
Corporate Finance
• With large volume of trade with US and UK, corporate banking is another lucrative option to be looked at. This is true
for the non-oil sector.
Thank You