SUMMER TRAINING REPORT ON

“SALES AND MARKETING AT UAS INTERNATIONAL PVT. LTD.”

Undertaken at

“UAS INTERNATIONAL PVT. LTD.”

Submitted in partial fulfillment of the requirements for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

By

Shreesh Garg

05329801722

Vivekananda School of Business Studies

Vivekananda Institute of Professional studies

Guru Gobind Singh Indraprastha University, Delhi

TABLE OF CONTENT

Topic Page No

Certificate 2

Summer Training Appraisal 3

Acknowledgement 3

Executive Summary 4

Chapter I: Introduction 6

Chapter II: Literature Review 20

Chapter III: Research Methodology 24

Objectives of the study

Research Design
Data Sampling
Limitations

Chapter IV: Data Analysis And Interpretation 27

Chapter V: Findings 35

Chapter VI: Conclusions & Limitations 39

Refrences 41

Annexure 42

1
2
ACKNOWLEDGEMENT

To Whom It May Concern

I Shreesh Garg , Enrolment No. 05329801722 from BBA-V Sem of the

Vivekananda Institute of Professional Studies, Delhi hereby declare
that the Summer Training Report
(BBA 311) entitled “SALES AND MARKETING AT UAS INTERNATIONAL PVT.
LTD.” is an original work and the same has not been submitted to any other
Institute for the award of any other degree. A presentation of the Summer
Training Report was made on and the suggestions as approved by the
faculty were duly incorporated.

Date: 20|11|2024
Signature of the Student

Certified that the Summer Training Report submitted in partial fulfillment

of Bachelor of Business Administration (BBA) to be awarded by G.G.S.I.P.
University, Delhi by Shreesh Garg, Enrollment No. 05329801722 has been
completed under my guidance and is satisfactory.

Date: 20|11|2024 Signature of the Guide:

Radhika Mahajan

Designation:
Assistant Professor

3
EXECUTIVE SUMMARY
As a part of my under graduation program, I have completed my internship in the UAS INTERNATIONAL
PVT. LTD. company. During the period of my internship, I was officially appointed to work in the sales
and marketing department. UAS INTERNATIONAL Private Limited is a portfolio company with a dream
to enables investors to grow their investments while minimizing risk and volatility. They believed that
the real progress of our nation lies in the hands of our youth leaders who can make a massive impact
on the world if given the right tools.

The major objective of this report is to investigate the sales distribution strategy of UAS international
Pvt. Ltd. It is a descriptive research in nature. Most of the data are collected from both primary and
secondary sources. But major parts of the report I have prepared by secondary data. I have studied all
the courses they provide.

In the first section, I discussed introductions and others like the courses, passes and the coaching they
provide. The second section describes my overall responsibilities and tasks assigned during the
internship. The next section I have described about the work I have done. Finally, I have discussed the
problems and also some recommendations of UAS international

I have tried my level best to use this opportunity to enrich my knowledge on Sales & marketing
strategy of UAS international pvt. Ltd.. After observing thoroughly, I have prepared this report on the
basis of my findings and observations relating to this topic. This practical operation is also having
positive development in the professional field.

Swot analysis
SWOT analysis is a tool for auditing an organization and its environment. SWOT analysis is first stage of
planning and help marketers to focus on key issues. SWOT stands for strength, weakness, opportunity
and threats.

Strengths and weaknesses are internal SWOT factors. Opportunities and threats are external SWOT
factors. Strength is a positive internal factor. A weakness is a negative internal factor.

An opportunity is a positive external factor. A threat is a negative external factor.

Swot analysis of UAS international

STRENGTHS

• Unique Business Model

• Cost Effectiveness
• Effective Communication

4
 • Strong Management Team
• Unique approach towards customer satisfaction, growth and retention • Strong
presence in North India.
WEAKNESS
• Brand Awareness

. • Fewer Staff

OPPORTUNITIES
• Expansion of company in South India and Abroad.
• Increase clients from other industries.
• Rise in the variety of products and services. • Rising of Insurance and Banking sector in India.

THREATS
• High competition in Investment sector.
• Currently, only one branch
• Change in Government policies can fluctuate profit generated.

5
CHAPTER-1
INTRODUCTION
Meaning of concept

Sales and Marketing of Financial Products refers to the strategies and activities undertaken by financial
institutions to promote, sell, and deliver financial products and services to customers. It involves
understanding customer needs, creating awareness, building trust, and persuading potential clients to
purchase or invest in financial offerings.

Key Components

1. Financial Products

These include a wide range of offerings, such as:

• Banking Products: Savings accounts, fixed deposits, and loans.

• Investment Products: Mutual funds, stocks, bonds, and SIPs.

• Insurance Products: Life insurance, health insurance, and property insurance.

• Retirement Plans: Pension schemes and annuities.

• Digital Products: Fintech solutions like digital wallets and robo-advisors.

2. Sales

The direct process of identifying customer needs and convincing them to buy financial products through
personal interactions, relationship-building, and providing tailored solutions.

3. Marketing

The broader process of creating demand for financial products through:

• Advertising (online and offline).

• Content marketing and financial literacy campaigns.

• Digital marketing via social media, search engines, and email.

Purpose

6
The ultimate goal of sales and marketing in financial products is to:

• Educate Customers about product benefits and features.

• Generate Revenue for the institution.

• Build Long-Term Relationships through trust and customer satisfaction.

It combines financial knowledge, consumer psychology, and strategic communication to ensure product
visibility and adoption.

Rationale for choosing the topic under study

The decision to study sales and marketing of financial products is driven by the following reasons:

1. Growing Importance of Financial Literacy

o With increasing financial awareness, more individuals are exploring products like mutual
funds, insurance, and retirement plans. Understanding how these products are marketed
and sold helps identify gaps in educating consumers.

2. Dynamic Industry Trends

o The financial sector is rapidly evolving with the integration of technology (e.g., fintech, AI,
digital marketing). This study provides insights into how traditional and modern approaches
impact customer acquisition and retention.

3. Intense Competition

o The rise of fintech disruptors and diversified offerings by traditional institutions create a
need to analyze competitive strategies in sales and marketing.

4. Consumer Behavior Insights

o Customers’ preferences for financial products vary widely based on demographics, income,
and risk appetite. Studying this helps understand how marketing strategies align with
consumer needs.

5. Economic Relevance

o Financial products are crucial for personal and economic growth, providing security and
investment opportunities. Analyzing their sales and marketing aids in improving accessibility
and penetration.

6. Professional Relevance

o For business students and professionals, understanding these strategies enhances their
ability to contribute effectively in the financial services industry.

7. Ethical and Regulatory Challenges

o The study sheds light on practices like mis-selling and compliance issues, enabling
recommendations for ethical and effective marketing.

7
Implementation strategy of concept in your present study

Define Objectives: Focus on understanding customer behavior, marketing effectiveness, and challenges in
selling financial products.

Research Design: Use descriptive or exploratory methods to gather insights.

Data Collection:

• Primary Data: Conduct surveys, interviews, and focus groups.

• Secondary Data: Analyze industry reports and case studies.

Sample Selection: Target customers, sales teams, and marketing professionals using stratified sampling.

Data Analysis: Use quantitative tools (e.g., Excel/SPSS) and qualitative techniques (e.g., thematic analysis).

Evaluate Strategies: Compare traditional vs. digital marketing methods and assess their effectiveness.

Assess Challenges: Identify barriers like competition and regulatory compliance while exploring new
opportunities.

Recommendations: Provide actionable solutions like personalized marketing and tech integration.

Report: Summarize findings and recommendations for stakeholders in a concise, actionable format.

OBJECTIVE OF THE STUDY

• To study the skills of communicating with clients.

• To make aware regarding their financial products to their clients.

• To know how much people are aware of life insurance as an investment tool.

Scope of study

The study explores strategies, effectiveness, challenges, and trends in selling and marketing financial
products like mutual funds, insurance, loans, and emerging fintech solutions. Key areas include:

• Consumer Behavior: Analyzing preferences, decision-making factors, and buying patterns.

• Marketing Strategies: Evaluating traditional and digital channels, content marketing, and
personalization.

• Sales Approaches: Assessing direct selling, CRM tools, and relationship management.

• Technology Role: Examining AI, data analytics, and digital platforms in enhancing sales and
marketing.

• Challenges: Addressing trust issues, regulatory hurdles, and competition.

• Emerging Trends: Covering sustainable finance, gamification, and omnichannel strategies.

8
The study targets customers, sales teams, and financial institutions, offering actionable insights for market
growth and innovation.

1.1 About the Company

UAS International is a wealth management and Training & Development Company. Keeping in
mind the most critical needs in today context, it has emerged as a service partner providing the
clients a one stop solution offering a gamut of services – Training & development, International
& National Internship, International & National Placement & Student exchange program
abroad.
The company is based on the principles of delivering high returns to their clients through their
network of government sector banks like Punjab National Bank, Bank of Baroda, Andhra Bank,
Bank of Karnataka, etc. The company has trained 52000 and above interns till date and has tie
ups with 26 universities in India and 80 universities abroad.
The client base is spread across, BFSI Sector and Telecom but has a large client base in BFSI.
Banking, Financial services and Insurance (BFSI) is an industry term for companies that provide
a range of such financial products/services such as universal banks. BFSI usually comprises
commercial banks, insurance companies, non – banking financial companies, cooperatives,
pension funds, mutual funds and other smaller financial entities. The key challenge in the BFSI
sector is Insurance. The insurance industry of India consists of 53 insurance companies of which
24 are in life insurance business and 29 are non – life insurers. Among the life insurers, Life
Insurance Corporation (LIC) is the sole public sector company. Apart from that, among the non
– life insurers there are six public sector insurers. In addition to these, there is sole national re
– insurer, namely, General Insurance Corporation of India. The company features the product
of Pub MetLife, Max Bupa, Reliance mutual funds etc. The company helps the clients to make
efficient investment decisions which he has invested in different sectors to earn high returns
and also save taxes.

9
1.1 Origin of the Organization
Keeping in mind the most critical needs in today context, we have emerged as a service partner
providing our clients a one stop solution offering a gamut of services - Training &development,
International & National Internship, International & National Placement & Student exchange
program abroad.

Moreover, we are India's 1st Organization to launch a customer care for the students for
the mentioned services Training &development, International & National Internship,
International & National Placement & Student exchange program abroad. Thus, our mission is
to establish high standards of professional etiquette and to effectively facilitate a
comprehensive and accomplished system of continuing professional development for every
possible profession through our exceptional training solutions.

An ability to build, develop and nurture brands and enable them to achieve leadership position
in the key markets. Deft in coordinating sales territories, quotas and goals and establishing
training programs. Adept in analyzing sales statistics gathered by staff for determining sales
potential and inventory requirement and monitoring the preference of the customers.

High energy, results-oriented leader recognized for proactive initiative and enthusiastically
meeting deadlines. Experience in all aspects of sales cycle and management: lead generation,
customer needs assessment, presentations, negotiations, staff management & training.

We understand the multiple needs of business world and recognize that there is a gap in what
enterprises expect and what people perform. We can meet the needs from a single source,
with the facilities, resources and learning expertise to fully achieve the desired goals. For the
purpose, UAS International has come up with a unique International Internship Program,
International Live Projects, Various Training

Programs on Personality Development/Career Management/How to get a desirable Job etc. &

3 days Workshops on how to choose career options to train and develop the knowledge and
resource based skills in the candidates to fill the void of the business environment. This is not
all, we also look forward to the successful placements of our Interns with the top companies
of national and international repute.

1.2 Growth and development of the Organization

UAS International (A Unit of United Accrual Services Pvt. Ltd.) is a people training and
development company. Established in 2013, on the principles of developing and delivering
high quality training, the company is able to facilitate various training and development
programs/internships in India and abroad with top B-schools and has trained almost 40000
and above interns till date. The Services of the company are spread beyond the national
boundaries of India (UK, USA, Dubai, Singapore, Malaysia) etc. Keeping in mind the most
critical needs in today's context, we have emerged as a service partner providing our clients
a one stop solution offering a gamut of services we have emerged as a service partner
providing our clients a one stop solution offering a gamut of services.

UAS International (A Unit of United Accrual Services Pvt. Ltd.) is a people training and
development company. Established in 2013, on the principles of developing and delivering
high quality training, the company is able to facilitate various training and development

10
programs/ internships in India and abroad with top B-schools and has trained almost 40000
and above interns till date. Liaison with 26 universities in India with the base size of 900 &
above campus. International Liaison with 80 universities in abroad with the base size of 500
& above. Having a Team of 42 exclusive corporate trainers. The operations of the company
are spread beyond the national boundaries of India.

Keeping in mind the most critical needs in today context, we have emerged as a service
partner providing our clients a one stop solution offering a gamut of services Training
&development, International & National Internship, International & National

Placement & Student exchange program abroad. Moreover, we are India's 1st

Organization to launch a customer care for the students for the mentioned services

Training &development, International & National Internship, International & National

Placement & Student exchange program abroad. Thus, our mission is to establish high
standards of professional etiquette and to effectively facilitate a comprehensive and
accomplished system of continuing professional development for every possible profession
through our exceptional training solutions.

We understand the multiple needs of business world and recognize that there is a gap in what
enterprises expect and what people perform. We can meet the needs from a 10 single source,
with the facilities, resources and learning expertise to fully achieve the desired goals. For the
purpose, UAS International has come up with a unique International Internship Program,
International Live Projects, Various Training

Programs on Personality Development/Career Management/How to get a desirable Job etc. &

3 days Workshops on how to choose career options to train and develop the knowledge and
resource based skills in the candidates to fill the void of the business environment. This is not
all, we also look forward to the successful placements of our Interns with the top companies
of national and international repute.

1.3 Present status of the Organization

UAS International (A Unit of United Accrual Services Pvt. Ltd.) is a people training and
development company. Established in 2013, on the principles of developing and delivering
high quality training, the company is able to facilitate various training and development
programs/ internships in India and abroad with top B-schools and has trained almost 40000
and above interns till date. Liaison with 26 universities in India with the base size of 900 &
above campus. International Liaison with 80 universities in abroad with the base size of 500
& above. Having a Team of 42 exclusive corporate trainers. The operations of the company
are spread beyond the national boundaries of India.

11
 Their Associates

1.4 Organization structure-and Organization chart Ishan Taneja (Managing Director)

A dynamic oriented professional with more than 5 years of experience with the ability to
engage with clients keenly gauge and targeting their needs. Exposure in handling client queries,
providing them feasible solutions & building healthy relationships, thereby achieving high
customer satisfaction. Expertise in setting up international and national level marketing
networks and driving them to attain key objectives. An ability to build, develop and nurture
brands and enable them to achieve leadership positions in key markets. Deft in coordinating
sales distribution by establishing sales territories, quotas and goals and establishing training
programs. Adept in analyzing sales statistics gathered by staff for determining sales potential
and inventory requirements and monitoring the preferences of customers. High energy,
results- oriented leader recognized for proactive initiative and enthusiastically meeting
deadlines. Experience in all aspects of sales cycle and management; lead generation, customer
needs assessment, presentations, negotiations, staff management and training. Keen ability to
inspire and motivate employees via fruitful relationship building skills. Diligent and fair
leadership that secures profitability. Trainings & Workshops Trained nearby 11800
Management Interns from various Top B schools.

Conducted 100 & Above workshops on career management in top b schools in India & Abroad.
15 Conducted 200 & Above Workshops on Placement talks in top b schools in India & Abroad.
Covering nearby 350 above B Schools in India & Abroad for International Internships,
International Live Projects & for Various Training Program on career management.

12
 Dr. Anamica Chopra is an Academician & Researcher catering her services to the education
world. A management graduate, she obtained her MBA degree from IP University (Delhi).
M.Phil and Graduate Diploma in International Business adds up to her qualification. To excel
in her field, she attained her PhD in Business Management from Guru Jambheshwar
University of Science & Technology (Hisar).

In her academic experience she has taught the Management and Marketing related papers to
the students of BBA programme of IP University, PGDBM (AICTE), and MBA of different
universities. She has guided research projects of many management students. Being a prolific
writer, she has authored a book titled “Marketing

Management” published with Galgotia Publishers and two more are in pipeline. She has to her
credit a number of research papers in reputed and refereed National and International
journals. She has also attended and presented research papers in National and International
Seminars/Conferences. Having good academic achievements to her credit, she plans to devote
full time to her passion for research and consultancy.

Arpandeep Narula

President High Court Chandigarh

Central Govt. Standing Counsel Executive Member- High Court
Bar Assn., Chandigarh.
Practicing as Advocate at Punjab & Haryana High Court, Chandigarh, Distt. Courts, Panchkula,
Consumer Courts at Panchkula & Chandigarh and D.R.T. dealing in all types of cases relating to
Civil, Revenue, company matters, working as arbitrator with various firms and also specially
empaneled on the professional firms of Chartered Accountants for dealing and drafting of
notices, cases, agreements, appeals and revisions of all sorts and also in Banking Sector and
Public Sector Undertakings.

Anirudh Sharma

SENIOR MANAGEMENT PROFESSIONAL (Business Development /

Marketing / Strategic Marketing & Brand management)

May 2007 to oct 2013 Planman Consulting (IIPM), New Delhi National business head – Centre
for Mentoring and Training, All India.

Trainings & Workshops

• Bayer: - Conducted outbound training program with over 150 participants from the
organization at Jaipur for two days.
• GODREJ: - Conducted various Training modules for Godrej Industries Ltd., one of
India’s largest business houses with interests in FMCG and other consumer products. For the
organization, developed a three-day module on team building and effective communication
which was imparted to about 120 of their middle level managers for improving team synergy
and bringing in effective communication.

13
 • Electrolux Hindustan Lever Networks :- Team Challenge: - As part of the assignment,
developed an experiential learning module which was conducted at an outdoor location for
bringing about greater synergy between various departments within the organization.
• GAIL: - The assignment with this public sector enterprise was for developing the
communication skills of fifty of its middle level managers. The exercise was an in- house
programme where two days on class room sessions were taken to impart basics of
communications for these managers. 18
• Reliance Infocomm: - This was an extensive programme carried out by a team of five
consultants for educating about two thousand dealers of the organization over a period of
three months. In addition, for giving product training the dealers were also imparted training
on customer handling, CRM and basic modules of complaints handling.
• Hindustan lever network:- Conducted training programmes on sales and soft skills for
Hindustan Lever Networks across five cities in India. This assignment included conducting
sessions on communications, leadership and motivation. Each programme was a three-day
unit which was repeated for the employees across five cities of India.
• British Gas: - Conducted a training session spreading over two days for their senior and
middle management in India on communication and team building. There were over eighty
participants who were taken through the whole module.
• Airtel: - The workshop spreaded over two days on effective communications and team
building for middle and junior management.
• INGAF (Government of India): - Conducted two workshops on communication and team
building for over 100 doctors who are working on a WHO funded projects for eliminating AIDS
from India.
• Conducted a workshop on “New Branding Strategies” with Professor Russel S Wiener,
Deputy Dean Stern School of Business at the New York University. Here the programme was
repeated over four cities (Delhi, Bangalore, Chennai, Hyderabad) where Chief executives and
directors of various leading organizations were trained on new branding and communications
strategies.
• Conducted a workshop with Prof. Michael Goodman of the New York
University on “Trade Marketing” across cities such as Delhi, Bangalore, Chennai, Hyderabad
and Pune.

• Conducted two other such workshop series with international faculties across major cities
in India.

Neeti Saxena

(NET-JRF, MBA – HR with over 7 years of experience) Currently pursuing PhD in HR

from Gautam Buddha University.
Proficient in taking lectures for the Undergraduate and Postgraduate Management
students on General management and HR subjects. Experience of placing students in top
Indian and Multinational companies. Effective in Campus – Industry interaction and building
and nurturing relationship with the Corporates. An effective communicator with exceptional
interpersonal skills.

14
 Experienced in overseeing smooth implementation of HR policies for manpower planning,
recruitment & selection, performance management system, induction, orientation and
development of new employees in the organization through career and succession planning.
Exposure of conducting various training sessions of subordinates for enhancing the
performance and quality of service.

1.5 Product and Service profile of the Organization

Examinating Programs Their

Training Programs
1. Gain insight about business world s2. Gain awareness and better knowledge of the
business and management principles

3. Acquire new managerial skills, to meet up the cooperate demands

4. Build their self-esteem
5. Attain leadership qualities
6. Total personality development
7. Develop team building and group cohesiveness Helps to vigor their strengths and overcome
their weakness
8. Upskilled to do new and different tasks (multi-task/ multi-talent) and keeps them motivated
and fresh
9. Updates about the latest market trends

Modules Include:
Importance and Implications of Career Management

Discover Yourself Aptitude Test

Impact of First Impression

Promote Yourself- Importance of Professional Presence

Resume Writing

Fundamentals & Applications of Group Discussions (GDs)

How to effectively fill Interview Forms

How to Market Yourself in an Interview

Fundamentals & Applications of Personal Interviews (PIs)

Evaluation Parameters of GDs & PIs

Winning Mantras of GDs & PIs

Sure Success Tips for GDs & PIs

1.6 Market profile of the Organization

15
UAS International (A Unit of United Accrual Services Pvt. Ltd.) is a people training and
development company. Established in 2013, on the principles of developing and delivering high
quality training, the company is able to facilitate various training and development programs?
Internship in India ans abroad with top B-schools and has trained almost 40000 and above
interns till date. Liaison with 26 universities in India with the base size of 900 & above campus.
International Liaion with 80universities in abroad with the base size of 500& above. Having a
Team of 42 exclusive corporate trainers. Company is having assest under management of 50cr.
The operations of the company are spread beyond the national boundaries of India.

VISIONS AND MISSIONS OF THE COMPANY

VISION
"To be progressive leader and first choice for dynamic solution integrating people, process and
performance”

MISSION
"To establish high standards of professional etiquette and to effectively facilitate a
comprehensive & accomplished system of continuing professional development for every
possible profession through our exceptional training solutions"

Marketing:

Marketing can be defined as "the activity, set of institutions, and processes for creating,
communicating, delivering, and exchanging offerings that have value for customers, clients,
partners, and society at large." Sales is a part under marketing which focuses on the intense
communication between the company's product and the target audience.

Recruitment & Selection:

Recruitment and selection are two of the most important functions of personnel
management. Recruitment is a process to discover the sources of manpower to meet the
requirement of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of efficient personnel. Every
organization needs to look after recruitment and selection in the initial period and thereafter
as and when additional manpower is required due to expansion and development of business
activities. Right person for the right job is the basic principle in recruitment and selection.

16
Industry Profile: Financial services Sector

The financial products industry operates as a subset of the financial services sector, offering a diverse
range of products such as investment instruments, insurance policies, loans, savings schemes, and
retirement plans. Companies in this sector cater to individuals, businesses, and institutional clients,
addressing financial needs ranging from wealth creation to risk management.

1. Overview of the Financial Products Industry

A. Definition and Scope

Financial products encompass a wide array of offerings provided by banks, insurance companies,
mutual funds, investment firms, and fintech organizations. These products are designed to help
clients manage their money, secure their future, and achieve specific financial goals.

B. Industry Segments

The industry can be broadly categorized into the following segments:

• Banking Products: Savings accounts, fixed deposits, and loans.

• Investment Products: Mutual funds, stocks, bonds, and ETFs.

• Insurance Products: Life, health, vehicle, and property insurance.

• Retirement and Pension Plans: Annuities, provident funds, and SIPs.

• Fintech Solutions: Digital wallets, robo-advisors, and peer-to-peer lending.

2. Market Dynamics

A. Key Drivers

1. Technological Advancements: Digital transformation, big data, and AI enable personalized

financial solutions and seamless customer experiences.

2. Rising Financial Literacy: Growing awareness about saving and investment is increasing demand
for financial products, especially among younger demographics.

3. Economic Growth: Expanding middle class and disposable incomes in emerging markets drive
the adoption of financial services.

4. Regulatory Support: Governments and regulatory bodies promote financial inclusion and
innovation in the financial sector.

17
B. Challenges

1. Regulatory Compliance: Adhering to strict regulations across multiple jurisdictions.

2. Customer Trust: Past issues like mis-selling and opaque policies have made trust-building
critical.

3. Market Competition: The entry of fintech disruptors intensifies competition, reducing margins
for traditional players.

3. Competitive Landscape

A. Major Players

1. Traditional Financial Institutions: Banks like JPMorgan Chase, HDFC Bank, and ICICI Bank
dominate the market.

2. Insurance Providers: Companies such as LIC, Prudential, and Allianz are key players in the
insurance segment.

3. Investment Firms: Vanguard, BlackRock, and domestic mutual fund companies like SBI Mutual
Funds lead in asset management.

4. Fintech Disruptors: Startups like Paytm, Robinhood, and Wealthfront are reshaping the industry
with innovative, customer-friendly solutions.

B. Differentiators

• Technology Integration: Companies investing in AI-driven platforms and blockchain stand out.

• Customer-Centric Models: Firms emphasizing personalized and transparent services gain

competitive advantage.

• Brand Reputation: Trust and reliability are critical in retaining customers.

4. Recent Trends in the Industry

1. Digital Transformation

o Mobile apps, robo-advisors, and AI chatbots streamline customer engagement.

o Blockchain technology is being adopted for secure and transparent financial

transactions.

2. Sustainable Finance

18
 o Demand for green bonds and ESG investment products is rising as consumers prioritize
ethical investments.

3. Fintech Partnerships

o Collaboration between traditional institutions and fintech firms leads to hybrid offerings
that combine trust with innovation.

4. Data-Driven Marketing

o Advanced analytics enable precise customer segmentation, enhancing marketing

efficiency.

5. Key Performance Indicators (KPIs)

A. Market Size and Growth

• Global financial services market size is projected to grow at a CAGR of 7–9% through 2028,
driven by economic expansion and digital adoption.

B. Customer Penetration

• Adoption rates for financial products vary by region:

o Developed Economies: High penetration for investment and retirement products.

o Developing Economies: Growing adoption of savings and insurance products due to

financial inclusion initiatives.

C. Innovation Index

• Companies investing in technology report higher customer satisfaction scores and increased
market share.

6. Conclusion

The financial products industry is a dynamic and competitive sector that continuously evolves with
technological advancements and changing customer needs. Companies that prioritize innovation,
transparency, and customer-centric approaches are better positioned to succeed. The rise of fintech
and the growing demand for sustainable finance further highlight the importance of agility and
adaptability in this industry.

19
CHAPTER – 2
REVIEW OF LITERATURE
2.1 Literature Review
1. The Evolution of Financial Product Marketing
Financial product marketing has undergone significant transformations influenced by globalization, financial
deregulation, and increased competition. Kotler and Keller (2016) highlighted that financial products differ
from other goods and services due to their intangible nature, complex decision-making process, and long-term
impact on consumers. The emphasis has shifted from product-centric marketing to a more customer-centric
approach, focusing on addressing individual financial goals and pain points.
According to Lovelock and Wirtz (2015), marketing strategies for financial products need to align with the
service characteristics of intangibility, variability, perishability, and inseparability. These challenges necessitate
building trust, credibility, and a strong brand image.

2. The Impact of Digitalization on Sales and Marketing

The advent of digital platforms has revolutionized how financial products are sold and marketed. Gai, Qiu, and
Sun (2018) explained how big data analytics and AI have empowered marketers to analyze consumer behavior,
predict future needs, and create personalized financial solutions. Mobile apps, online banking, and robo-
advisors are now essential tools for financial institutions to reach a tech-savvy audience.
Moreover, Chaffey and Smith (2022) noted that social media platforms like LinkedIn, Instagram, and Twitter
have become crucial for engaging customers and creating brand awareness. Digital marketing strategies such
as search engine optimization (SEO), content marketing, and email campaigns have increased the accessibility
of financial products.

3. Consumer Behavior in Financial Product Marketing

Understanding consumer behavior is fundamental in designing effective sales and marketing strategies.
Kahneman (2011) argued that consumer financial decisions are influenced by a combination of emotional and
rational thinking. Cognitive biases such as overconfidence, herd behavior, and loss aversion significantly impact
how financial products are perceived.
A study by Johnson and Goldstein (2003) revealed that default options in financial products, such as opt-in
retirement plans, can influence consumer decisions through "choice architecture." Effective marketing
leverages these psychological principles to guide customers toward desired outcomes.

4. Personalization and Relationship Management in Sales

Successful sales strategies in financial products rely heavily on relationship building. Moles and Terry (2016)
emphasized the role of consultative selling, where the salesperson acts as an advisor, understanding the
customer's unique needs and providing tailored solutions. This approach enhances trust and fosters long-term
customer relationships.
CRM (Customer Relationship Management) tools have been pivotal in personalizing marketing efforts.
According to Payne and Frow (2017), CRM systems enable financial institutions to track customer interactions,
analyze preferences, and offer relevant products at the right time.

20
5. Challenges in Marketing Financial Products
Marketing financial products is fraught with challenges, such as regulatory constraints, market volatility, and
customer distrust. Sharma and Goyal (2020) noted that compliance with regulatory standards, such as fair
disclosure of terms and transparent advertising, is essential to avoid legal penalties and maintain credibility.
Additionally, customer skepticism about financial products often stems from past experiences with hidden
fees, misrepresentation, and poor post-sale service. To overcome these barriers, Alam and Nizamuddin (2019)
suggested that financial marketers focus on ethical practices, customer education, and building brand loyalty.

6. Emerging Trends in Financial Product Marketing

New trends such as sustainable finance and green investment products are gaining traction. Research by
Buckley et al. (2021) showed that millennials and Gen Z customers prefer financial products that align with
their values, such as environmental sustainability and social responsibility. Marketing strategies increasingly
incorporate ESG (Environmental, Social, and Governance) factors to attract these demographics.
Gamification is another emerging trend. Gamified tools in mobile apps and platforms make financial planning
interactive and engaging, thereby improving customer retention and satisfaction.

References
1. Alam, M. N., & Nizamuddin, M. (2019). Ethics in financial marketing: An analysis of transparency and
trust. Journal of Marketing Ethics, 10(3), 45–57.
2. Buckley, R., Avgouleas, E., & Arner, D. (2021). Sustainable finance and green marketing: Strategies for
modern financial institutions. Oxford University Press.
3. Chaffey, D., & Smith, P. R. (2022). Digital marketing excellence: Planning, optimizing, and integrating
online marketing. Routledge.
4. Gai, K., Qiu, M., & Sun, X. (2018). A survey on fintech. Journal of Innovation in Financial Markets, 3(4),
32–45.
5. Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus, and Giroux.
6. Kotler, P., & Keller, K. L. (2016). Marketing management (15th ed.). Pearson Education.
7. Lovelock, C., & Wirtz, J. (2015). Services marketing: People, technology, strategy. Pearson Education.
8. Moles, P., & Terry, N. (2016). The handbook of financial products marketing. Cambridge University
Press.
9. Payne, A., & Frow, P. (2017). Strategic customer management: Integrating relationship marketing and
CRM. Cambridge University Press.
10. Sharma, S., & Goyal, A. (2020). Challenges in marketing financial products: A regulatory perspective.
International Journal of Financial Studies, 8(2), 112–123.

2.2 Tasks Handled

So, to generate the revenues, UAS International makes it mandatory for every intern to enter the sales
profile for a good exposure. So, for 26 days I was exposed to a sales profile For the initial 12 days,
induction classes were conducted in which I got:

• the overview of the company's profile

• overview of the project that all the interns were supposed to be allocated

• Learnt about different HR modules like the policies, recruitment process, dos & don'ts in an
interview, CTC break up, designing of salary slip , salary negotiation and different types of interviews,
types of business letters, HRMS demo, Payroll system demo and data entry in online portals.

21
 • Learnt about digital marketing, search engine optimization, social media optimization and online
marketing.

• Understood about the taxation like the taxation policies, flow of tax calculations,
fundamentals of various heads of income, income tax act of 1961, 80C,80D ,10 10 D &different tax
slabs in India.

• Introduction about the different financial sectors in India, knowledge about BFSI sector, awareness
about Insurance Sector, merits and demerits of each financial sector and career planning in BFSI sector.

• To understand the pnb MetLife, Max Bupa Health Insurance, Reliance mutual funds matching its
capabilities to the market needs, positioning and to focus on the maximization of sales for the
company. • Concept of Portfolio Management & financial investment.

• How to Pitch the product to the client, role plays, lead generations, customer satisfaction and
closing of sales.

After the 12 days of induction, I was sent on field for 14 days to pitch the product and do sales. In the
two-week time period, I generated the leads, met with the clients and tried to close the deal by
convincing a client to buy the product. I was focused to generate the revenues for the company and
maximizing the profits as well. I sold out some SIP (systematic Investment plan).

2.3 Business model and strategy of UAS International

• BUSINESS MODEL
UAS International works on The Affiliate Model. An affiliate is simply someone who helps sell a product
or service in return for commission. However, they may never actually take ownership of the product
or service (or even handle it). They simply get rewarded for referring customer to a company when they
make a sale.
• BUSINESS STRATEGY
UAS International works as a service partner of various public sector and private sector banks, such as
Bank of Baroda, Andhra Bank, Bank of Karnataka, Punjab National Bank etc. UAS provides a platform
through which banks make business. For the purpose of bringing business to banks UAS International
follows following strategies:

1) Hiring The interns are hired throughout the year for 1 month or 3months based on college policy.
2) Training The interns are trained for the banking product that has to be pitched.

3) Sales Finally, the interns go on field, meet the clients and pitch the product to clients to bring sales.

Finally, the interns go on field, meet the client and pitch the product to clients to bring sales.

2.4 Porter's five forces

22
23
CHAPTER – 3
RESEARCH
METHODOLOGY
3.1 Objectives of the study

• To study the factors affecting the market conditions.

• To understand the marketing strategies of UAS International.

• Studying the market condition for the successions of the organization.

• To find the reasons for failure.

• Finding area for development through study.

3.2 Research design Data

Collections Methods:

Primary Data:

• Primary data is the raw data that is collected by the researcher as first-hand information from the
sample taken into observation for specific purpose. The primary data is collected through surveys,
personal interviews with the help of designed questionnaire, observation.

• Collection of data is done with help of designed questionnaires and personal interviews.
Questionnaires are closed end, like scale method is been used to design the questionnaire.

• Primary data is collected through questionnaire and personal interviews of management

level and worker level employees.

Secondary Data:

• The secondary data refers those, which are already stored somewhere for someone’s requirement
or reference. It can be collected from sources like books, internet etc. For my study purpose I have also
used various sources of secondary data. I have used sources such as Internet, books, discussing with
friends, etc.

• Secondary data is collected through company periodical, broachers etc. of the company.

• Sample frame: - Employee from each department and each level in the department

24
 • Sample size: 100 Employees for questionnaire

3.3 data collection

A. Primary Data Collection

Primary data refers to information gathered directly from the sources for the purpose of the study.

1. Surveys and Questionnaires

o Target Audience: Customers, sales representatives, and marketing managers.

o Design: Structured questionnaires with both closed-ended (e.g., Likert scale) and open-
ended questions to gather insights on:

▪ Consumer preferences and satisfaction.

▪ Effectiveness of marketing channels (online vs. offline).

▪ Challenges faced by sales teams.

o Distribution: Online (via Google Forms, email) and offline (physical copies at branch
offices).

2. Interviews

o Participants: Financial advisors, senior marketing executives, and sales managers.

o Objective: To understand the strategies, challenges, and innovations in selling financial

products.

o Format: Semi-structured or unstructured interviews to allow for in-depth discussions.

3. Focus Group Discussions (FGDs)

o Small groups of consumers or sales representatives are brought together to discuss their
experiences with financial products.

o Insights on customer perception and gaps in current marketing approaches are gathered.

4. Observation

o Direct observation of sales processes, customer interactions, and promotional activities in

financial institutions.

B. Secondary Data Collection

Secondary data includes information obtained from pre-existing sources for broader context and
comparative analysis.

25
1. Published Reports

o Financial institution reports, annual marketing reviews, and industry analyses.

o Examples: Reports from McKinsey, Deloitte, and financial magazines.

2. Literature Review

o Academic journals, books, and articles on financial marketing, consumer behavior, and
digital transformation.

3. Online Resources

o Websites, blogs, and forums discussing trends in financial services marketing.

o Social media analytics to understand campaign effectiveness.

4. Industry Databases

o Accessing proprietary databases like Bloomberg, Statista, or company CRM data to analyze
trends and performance metrics.

3.4 Sampling technique

Random sampling refers to the sampling technique in which each and every sample item has an equal
chance of being included in the sample. The selection is free from personal bias and the sample
depends entirely on chance. The employees of UAS International have been randomly given the
questionnaires to fill.

3.5 stastical tools used

Questionnaire Design

• Tools like Google Forms or SurveyMonkey are used for surveys.

• Question types include multiple-choice, matrix questions, and short-answer sections.

Interview Guides

• A checklist or guide ensures all key areas are covered during interviews.

Software for Analysis

• Quantitative data is analyzed using tools like SPSS or Excel for statistical insights.

• Qualitative data is coded and interpreted using NVivo or manual thematic analysis.

26
 •CHAPTER – 4
DATA AND
INTERPRETATION

1. Do you have any investment policy?

Figure 1: Investment policy

From the response of question, we can found that more than 75% of the people of urban India have
financial instruments.

2. Which Kind of financial products do you prefer?

27
 Figure 2: Preference of financial products

From the question, we can found that near about 85% people prefer conventional products and
nearly 15% people prefer high risk products.

3. What is the reason for you to buy financial products?

Figure 3: Reason to buy financial products

From the question, we can found that more than 46% people buy financial instruments for future
security, while more than 25% people buy it for tax benefit and more than 25% believe that it is a
good investment tool.

4. The major key of success of Investment in Urban Market of India is:---

28
 Figure 4: Success of investment in urban market

From the responses of respondent, we can found that more than 35% people believes that the key
of success of financial instruments companies is its financial consultant strength, while 28% are
loyal to the brand.

5. How Investment Companies can improve their Business in Urban India?

Figure 5: Improvement of investment in urban market

From the question, we can found that more than 36% people believe that financial instruments
companies can improve their business by recruiting more financial consultants and 38% by opening
more branches.

29
6. Do you like to take the initiative to go to the office of investment companies for buying financial
products?

Figure 6: Investment companies for buying financial products

From the responses, we can found that more than 45% people don’t like to take initiative to go to
the office of any financial instruments company and buying a product but 55% prefer to go and buy.

7. When you buy any investment product, to which you give more preference?

30
 Figure 7: Preference to buy investment product

From the question, we can found that more than 25% people give more preference to choosing of
financial consultants/agents for buying any insurance products, while 52% people give more
preference on brand name.

8. Financial Consultants/Agents of investment companies are always well trained.

Do you agree?

Figure 8: Financial Consultants of investment companies are well trained

31
From the question, we can found that near about 35% people believe that the financial
consultants/agents of financial instruments companies are not well trained.

9. Financial Consultants/Agents of any investment company play a major role for making reputation
of the organization. Do you agree?

Figure 9: Financial Consultants of investment company play a major role

From the question, we can found that more than 54% peoples believes that financial
consultants/agents play a major role for making reputation of the organization.

10. What kind of Financial Consultants/Agents you believe most?

32
 Figure 10: Believe on Financial Consultants

From the question, we can found that more than 32% people feel comfortable to buy any insurance
policy from CAs and Lawyers, while more than 24% people believes on tax consultants and 26% feel
that full time financial consultants would do a better job.

1. One year growth chart

2. Annualized Return

years 2017 2016 2015 2014 2013

Fund return 38.34 1.75 0.93 54.64 3.31

3. Fund management

33
 Sponsor Name Reliance Capital Limited
Fund Manager Shailesh Raj Bhan
Since 30/06/1995 Active
Status 30/06/1995
Setup date

Address Reliance Centre, 7th Floor, South Wing, Off

Western Express Highway, Santacruz (East)
Mumbai- 400055

Email Customer_care@reliancemutual.com

4. Rs 1000 a month invested through SIP

1 years 3 years 5 years

Amount invested 1200 36000 60000
(Rs)
Fund value(Rs) 12,219.61 44,031.86 87,723.55
Benchmark value 12,434.33 43,986.76 83,061.07
(Rs.)

34
CHAPTER – 5
FINDINGS
1. Consumer Behavior and Preferences
A. Awareness and Knowledge
• A significant proportion of consumers lack adequate knowledge about financial products,
such as mutual funds, insurance policies, and retirement plans.
• Younger customers (Millennials and Gen Z) are more receptive to financial products
marketed through digital platforms compared to traditional methods like brochures or in-
branch consultations.
B. Trust and Reliability
• Trust remains a critical factor influencing purchase decisions. Customers prioritize
institutions with strong reputations, transparent terms, and customer-friendly policies.
• Mis-selling and hidden charges were cited as major deterrents for repeat purchases.
C. Product Preferences
• Investment-oriented products (mutual funds, SIPs) are preferred by urban, educated
professionals, whereas rural customers lean toward fixed deposits and insurance for
security.
• ESG-focused financial products (environmental, social, and governance) are gaining traction
among socially conscious consumers.

2. Effectiveness of Marketing Strategies

A. Traditional vs. Digital Marketing
• Digital channels (social media, email campaigns, mobile apps) have surpassed traditional
methods in terms of reach and engagement, especially for the younger demographic.
• Financial institutions that blend traditional advertising (television, newspapers) with digital
campaigns report higher lead conversions.
B. Personalized Marketing

35
 • Personalized recommendations, driven by customer data and AI tools, result in a 25-30%
higher engagement rate compared to generic campaigns.
• CRM systems and targeted email campaigns have helped banks and financial institutions
cross-sell products more effectively.
C. Content Marketing
• Informative content, such as blogs, webinars, and explainer videos, significantly boosts
consumer interest.
• Educational campaigns targeting financial literacy often lead to increased trust and product
adoption.

3. Challenges in Sales and Marketing

A. Regulatory Compliance
• Financial institutions face challenges in complying with stringent regulatory requirements,
which limit their promotional tactics.
• Frequent changes in policies, such as tax benefits and investment norms, create confusion
among marketers and customers.
B. Customer Skepticism
• Past instances of misrepresentation and high-pressure sales tactics have led to skepticism
among customers.
• Many customers perceive financial products as complex and avoid purchasing due to fear of
hidden risks.
C. Intense Competition
• The influx of fintech startups offering competitive pricing and user-friendly platforms poses
challenges for traditional institutions.
• Banks struggle to differentiate their products in a crowded market where features are often
similar.

4. Role of Technology in Transforming Sales and Marketing

A. Data-Driven Marketing
• Institutions leveraging big data and analytics for customer segmentation and behavior
prediction report higher campaign success rates.
• Predictive analytics enables sales teams to anticipate customer needs and offer tailored
solutions.

36
B. Digital Sales Platforms
• Mobile apps and online portals are now the primary channels for financial transactions,
reducing dependency on branch visits.
• Chatbots and AI-driven customer service improve lead generation and query resolution.
C. Social Media and Influencer Marketing
• Social media campaigns have proven effective in engaging younger audiences.
• Financial influencers and content creators on platforms like YouTube and Instagram play a
growing role in educating and converting potential customers.

5. Performance of Sales Teams

A. Training and Skill Development
• Sales personnel who receive continuous training on product knowledge and relationship
management outperform others.
• Financial institutions that invest in soft skills training (e.g., empathy, negotiation) report
better customer retention rates.
B. Incentives and Motivation
• Performance-based incentives are crucial in motivating sales teams. However,
overemphasis on targets can lead to unethical practices, such as mis-selling.
• Non-monetary incentives, such as recognition programs and career development
opportunities, enhance job satisfaction among sales staff.

6. Emerging Trends
A. Sustainable Finance
• Green bonds and ESG-focused investment funds are increasingly marketed to
environmentally conscious investors.
• Campaigns highlighting sustainability have shown higher engagement among affluent urban
customers.
B. Gamification in Financial Planning
• Gamified tools, such as apps offering rewards for meeting saving goals, have enhanced
customer engagement.
• Younger demographics respond positively to interactive features and rewards-based
systems.
C. Integrated Omnichannel Marketing

37
• Financial institutions that integrate offline and online channels (e.g., seamless handoffs
between in-branch advisors and online platforms) report higher customer satisfaction.
• Customers prefer flexibility in choosing how and when to engage with their financial
providers.

38
CHAPTER - 6
CONCLUSION AND
SUGGESTIONS
5.2 Conclusion

UAS international is a big name in itself, it has served a huge number of clients. Working with the UAS was
exciting for me I got a good exposure. The sales of the company are decent however it has a great scope for
expansion, it can target southern region of India and can expand its branches to international market as
well. Many of the clients were not aware of its brand name therefore it can do some advertisement that will
develop a sense of knavery in the mind of the customer. Also, the company should look upon its competitors
as many new companies are nowadays entering into the insurance sector.

5.1 Limitations of the projects

Although it was very exciting to work on the project since they made me to step out of my comfort zone and
gave me a real hand on experience of the corporate world but I faced certain difficulties and was limited to
my area of research. These were:

• Some clients were not aware about the Insurance Company.

• Some respondents were not aware of the information asked in the questionnaire so could
not fill the questionnaire appropriately.
• Some clients did not share their true investment information due to their conservative
mentality.
• Some clients were in a hurry, so they took the filling up of questionnaire very lightly and just
filled out random information.
• The time span to complete the projects was limited so one to one interaction with every
client was not possible.

39
5.4 Suggestions and scope for further studies

▪ Better and effective measures should be taken to solve the problems of their customers.

▪ Proper communication and relationship management is required at the back office because the
grievances of the customers did not reach the right place.

▪ Selection of back office executives should be done on the basis of some criteria like, technical
knowledge.

▪ Front office executives must have some domain knowledge of the product. More over good
communication is mandatory (both, regional and English).

▪ Training sessions should be taken more seriously.

▪ The job of the BDEs and agents should not be limited to sale of the product but should be extended
to after-sale service as well.

▪ The company, in order to build a long term relationship with its customers, should not disclose to him
partial information of the product. Every detail about the product should be clearly explained to him.

▪ All hidden charges should be clearly explained to him at the time of taking the product.
This would help the company to build up its image in the view of its customers.

3.4 Limitations
Every study has got some limitation, during the project “analysis of marketing strategies” in UAS
International. I have also faced some constraints and limitations. They have been listed as follows:

• Some employees who were interviewed didn’t share their personal observation or problems they
were facing because they didn’t find it important to share because of their personal opinions and
views.

• Many employees and organization have low awareness about the marketing strategies and why it
is needed in the organization, as well as what benefits will it bring to an individual or group of people
and in turn the organization.

Some respondents were not aware of the information asked in the questionnaire. So could not fill the
questionnaire appropriately.

40
REFERENCES
1. UAS https://www.uasinternational.in/about-us.html
2. MAGAZINE https://www.forbes.com/

11. Alam, M. N., & Nizamuddin, M. (2019). Ethics in financial marketing: An analysis of transparency and
trust. Journal of Marketing Ethics, 10(3), 45–57.
12. Buckley, R., Avgouleas, E., & Arner, D. (2021). Sustainable finance and green marketing: Strategies for
modern financial institutions. Oxford University Press.
13. Chaffey, D., & Smith, P. R. (2022). Digital marketing excellence: Planning, optimizing, and integrating
online marketing. Routledge.
14. Gai, K., Qiu, M., & Sun, X. (2018). A survey on fintech. Journal of Innovation in Financial Markets, 3(4),
32–45.
15. Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus, and Giroux.
16. Kotler, P., & Keller, K. L. (2016). Marketing management (15th ed.). Pearson Education.
17. Lovelock, C., & Wirtz, J. (2015). Services marketing: People, technology, strategy. Pearson Education.
18. Moles, P., & Terry, N. (2016). The handbook of financial products marketing. Cambridge University
Press.
19. Payne, A., & Frow, P. (2017). Strategic customer management: Integrating relationship marketing and
CRM. Cambridge University Press.
20. Sharma, S., & Goyal, A. (2020). Challenges in marketing financial products: A regulatory perspective.
International Journal of Financial Studies, 8(2), 112–123.

41
 ANNEXURE
QUESTIONNAIRE

Few important questions kept in front on clients helped in approaching them in better way and
generating more sales:

1. Do you have any investment policy?

Yes No

2. Which Kind of financial products do you prefer?

Low risk High risk

3. What is the reason for you to buy financial products?

Future Security of Family Tax Benefit Good Return
Others Please
Specify_

4. The major key of success of Investment in Urban Market of India is:---

Financial Consultant/Agent Strength Brand Name of Company
Good Insurance Products Other reasons
Please Specify

5. How Investment Companies can improve their Business in Urban India?

By recruiting more Financial Consultants/Agents
By opening more branches
Both the above
Other reasons
Please Specify

6. Do you like to take the initiative to go to the office of investment companies for buying
financial products?
Yes No

7. When you buy any investment product, to which you give more preference?

42
 Company Name
Financial Consultant/Agent of the Company
Insurance Products
Other reason
Please Specify

8. Financial Consultants/Agents of investment companies are always well trained.

Do you agree?
Agree Disagree

9. Financial Consultants/Agents of any investment company play a major role for making
reputation of the organization. Do you agree?
Agree Disagree

10. What kind of Financial Consultants/Agents you believe most?

CAs & Lawyers Tax Consultant
Full Time Financial Consultant Part Time Financial Consultant

43