SUMMER TRAINING REPORT

ON
MARKETING STRATEGY ADOPTED BY ICICI BANK
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE BACHELORS
DEGREE IN BUSINESS ADMINISTRATION

OF
GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, DELHI

SUBMITTED TO:
DR. VANDANA DESWALNAMAN TUTLANI

SUBMITED BY: Anmol Arora

11121201713

MAHARAJA SURAJMAL INSTITUTE

RECOGNISED BY UGC
AFFILIATED TO
GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY
C-4, JANAKPURI, NEW DELHI - 110058

ACKNOWLEDGEMENT
It is in particular that I am acknowledging my sincere feeling towards my mentors who
graciously gave me his time and expertise.
He provided me the valuable guidance, sustained efforts and friendly approach. It would have
been difficult to achieve the results in such a short span of time without his help.
I deem it my duty to record my gratitude towards Dr. VandanaDeswalwho devoted his
precious time to interact, guide and gave me the right approach to accomplish the task and
also helped me to enhance my knowledge and understanding of the project.

Signature:
Name of the Student: Anmol Arora
Enroll. No.: 11121201713
Course: BBA(General)
Semester: 5th
Shift: 2nd shift

DECLARATION
I hereby declare that the following documented Project report titled Marketing Strategy
adopted by ICICI Bank is an original and authentic work done by me for the partial
fulfillment of Bachelors of Business Administration degree program.
I hereby certify that all the Endeavour put in the fulfillment of the task are genuine and
original to the best of my knowledge and I have not submitted it earlier elsewhere.

Signature:
Name of the Student: Anmol Arora
Enroll. No.: 11121201713
Course: BBA(General)
Semester: 5th
Shift: 2nd Shift

CONTENTS
TOPIC
Chapter I: Introduction
(i) Objectives of the Study
(ii) Research Methodology
(iii) Limitations of the Study
Chapter II: Profile of the Organization
Chapter III: Analysis and Interpretation of Data
Chapter IV: Conclusion and Recommendations

Bibliography
Annexure

PAGE NO.

CHAPTER I
INTRODUCTION

1.1 OVERVIEW OF INDUSTRY AS A WHOLE

Organised banking was active in India since the establishment of the General Bank of India in
1786. After independence, the Reserve Bank of India (RBI) was established as the central
bank and in 1955, the Imperial Bank of India, the biggest bank at the time, was taken over by
the government to form state-owned State Bank of India (SBI). RBI had undertaken an
exercise to merge weak banks to strong banks and the total number of banks thus reduced
from 566 in 1951 to 85 in 1969. With the objective of reaching out to masses and meeting
the credit needs of all sections of people, the government nationalised 14 large banks in 1969
followed by another 6 banks in 1980. This period saw enormous growth in the number of
branches and the banks branch network became wide enough to reach the weakest sections
of the society in a vast country like India.

The economic reforms unleashed by the

government in early nineties included banking sector too, to a significant extent. Entry of new
private sector banks was permitted under specific guidelines issued by RBI. A number of
liberalisation and de-regulation measures aimed at consolidation, efficiency, productivity,
asset quality, capital adequacy and profitability have been introduced by the RBI to bring
Indian banks in line with International best practices.
The Current Scenario
Currently there are 222 banks in India operating through 68,681 branches. In the past few
years, the country has seen the advent of a plethora of private and foreign banks in a land
which was once dominated by the public sector banks. This has further intensified
competition in an industry where products are getting harder to differentiate and customer
retention even more difficult.
The present day demands of customers of banks are so ever increasing that bankers are
constantly on the look out for better products and maximising service quality in their
customer outlets. To put it in other words banks are constantly in search of Product
Innovation and Process Innovation to satiate the demands of their clientele and thereby offer
superior customer service.

Who is a customer?
The word customer has been derived from "custom," meaning, "habit. As per the literal
meaning, a customer is someone who is in the habit of buying or receiving goods or services
from the same business organisation. But in todays world it has much more meaning than the
old one. A customer is someone who makes use of or receives the products or services from
an individual or organization. In a general term a customer is a person who has some regular
commercial dealing.
Incase of banks, a customer is a person who has an account with the bank. As per Section 131
of Negotiable Instruments Act, a bank gets protection when it collects instruments (cheque,
draft etc) for and on account of his customer. And for a person to deposit cheque or
instrument, he has to have an account. Therefore, for a person to be a customer of a bank he
has to have an account relationship with the bank. However, in the present changing scenario
when the extent scope of banking is enlarging, this definition of having an account appears to
be very narrow. Banks provide many services for which account relationship is not at all
required, say for example for purchasing a bankers cheque, demand draft or travelers cheque.
In the modern era, banks are making use of print and other technological media for
advertisement of their products and services. These are the offers to masses for making use of
their multiple products. Therefore, the definition of a customer has widened, and he can be
broadly classified in to three categories.
1. Those who have account relationship with bank.
2. Those who do not have account relationship, but use the services provided by banks.
3. Those who have been motivated to deal with banks by advertisement, personal contacts
etc., they are prospective customers.

What is service?
Service is an activity or benefit that one party offers to another that is essentially intangible
and does not result in the ownership of any thing. It is nothing but selling of satisfaction. It is
a feeling, which a person gets while dealing with an organisation. It can be experienced but
cannot be seen. Services are people based, therefore they are highly variable and inseparable

from the source i.e. employees. It is about people thinking about taking care of people. In
economics and marketing, a service is the non-material equivalent of goods. Service is an
ongoing process.
What is Customer Service?
Customer service is the set of behaviours that a business undertakes during its interaction
with its customers. It is the degree of assistance and courtesy granted to those who patronize
the organization. It is identification of customers needs and expectations and what constitutes
positive customer satisfaction. It also includes the codes of ethics, etiquette, behaviour and
courtesy.The Service Triangle
Organization

Enabling
promises

Making
promises

Providers

Customers
Keeping promises

This service triangle is the part of the service delivery process. It simply shows that every
organization makes promises to its customers. It will be is possible for the providers of an
organization to keep promises only when the organization enables it. i.e. it is the
managements/companys initiative to reach for the highest form of service by making it
possible for the working team/management to fulfill the promises made.
In the era of technologically backed competition, awareness level of customers is increasing
day by day. Customers have wider choice of products and services. Expectations of
customers from banks are increasing. The concept of generation to generation banking has
also undergone changes. Customers loyalty is conditioned by the quality of products and its
delivery mechanism i.e. service. All these have necessitated the banks to provide better and
excellent customer service.

3. KEY FACTORS & TRENDS FOR CUSTOMER SERVICE IN BANKS

A. Human Resource Extending the Personal Touch in Customer Service
Quality services can be provided by quality people and quality people can be carved by
quality human resource personnel and the quality human resource personnel are made by the
pro-active human resource management policies/practices. The quality of service determines
the market share. Quality is the watchword in the present day environment. A common man
in India having developed awareness about quality and banking system is no exception. The
new private and foreign banks are laying total emphasis on the quality, innovation and
convenience. As a result of which, they have been able to penetrate into market share of
public sector banks. This has also increased the aspirations and expectations of the bank
customers who expect similar services from all banks. The emotional loyalty has given place
to the convenience and cost of services, which the bank can provide. It is apprehended that if
public sector banks fail to meet the quality standard, they are likely to slip further in terms of
their market share. The quality and cost of services shall be the guiding factor for future
growth. Banking is a service industry and delivers its service across the counter to the
ultimate customer. The activities of banking industry are all about relationship. Hence, human
resource assumes a very important role in the banking industry for providing better services
to the customer with a smile in order to cultivate and maintain long lasting relationship with
their customers. Not-withstanding the level of technology, banking is primarily a labour
intensive service sector. Hence it will not be possible for the banks to sustain effectiveness
unless human resource management is given prime importance because the technology is
only an aid to human-effort and not a substitute thereof. A customer deals with people who
work in the bank premises. He does business only with people. The person dealing with the
customer has therefore to create positive impressions that are memorable and those garners
respect admiration and help in building confidence. Staff members have to realise that every
interaction with customer is an opportunity to make positive impact on him. They have
therefore to understand that "What you do not want done to yourself, do not do to others
Confucius. Once we keep in mind the saying of Confucius it will automatically result in
improvement in the services.
Satisfaction and expectations move together. We cants deny that during the yester decades,
there have been multi-dimensional changes in the business environment which has shown a
major impact on our lifestyles. We find a direct impact of disposable income on the

discretionary income. Here it is essential to make it clear that disposable income is that
portion of the income which is left in our hands after discharging the tax liability and the
discretionary income is that portion of the disposable income which is in our hands after
incurring the essential expenses, specially for managing food, shelter, clothing, basic
educational band medical aids. It is really the discretionary income which affects the banking
business since the income is either spent on luxury items for managing the comfortable living
conditions or invested with the motto of earning interest and dividend. It is against this
background that upward trend in discretionary income creates a sound nexus or a conductive
environment for the development of banking business, specially the mobilization of savings
and deposits.
In the past, the commercial banks did not find any attraction in the Indian economy because
of the meager business prospects-and the low level of income vis--vis the stagnating
economic activities. Of late, we find good auguries and feel that the Indian economy is
moving ahead on the right path which would make the business environment more
conductive. No doubt in it that the national development policy has made possible such a
positive change in the business environment that the intensity of competition is found at its
peak. Just after the beginning of the decade 1990s, we have witnessed a basic change in the
attitude of the policy makers which has compelled almost all the organizations either
producing goods or generating services to innovate their policy decisions. This in a natural
way has necessitated a need more professional excellence so that a stage of fierce competition
is accepted as a challenge and necessary steps are taken to excel competition, increase the
market share and establish leadership.
Organizational Structure of Banks in India:
In India banks are classified in various categories according to differ rent criteria. The
following charts indicate the banking structure
Broad Classification of Banks in India:
Reserve Bank of India

Co-operative Banks

Commercial Banks

Nationalized

Agricultural Credit

Private

Development Banks

Short-term creditLong-term credit

Urban Credit

EXIM

Industrial

Agricultural

1) The RBI: The RBI is the supreme monetary and banking authority in the country and
has the responsibility to control the banking system in the country. It keeps the
reserves of all scheduled banks and hence is known as the Reserve Bank.

2) Public Sector Banks:

State Bank of India and its Associates (8)

Nationalized Banks (19)

Regional Rural Banks Sponsored by Public Sector Banks (196)

(3) Private Sector Banks:

Old Generation Private Banks (22)

Foreign New Generation Private Banks (8)

Banks in India (40)

(4) Co-operative Sector Banks:

State Co-operative Banks

Central Co-operative Banks

Primary Agricultural Credit Societies

Land Development Banks

State Land Development Banks

In addition to its traditional central functions, the Reserve bank has certain non-monetary
functions of the nature of supervision of banks and promotion of sound banking in India. The
Reserve Bank Act, 1934, and the Banking Regulation Act, 1949 have given the RBI wide
powers of supervision and control over commercial and cooperative banks, relating to
licensing and establishments, branch expansion, liquidity of their assets, management and
methods of working, amalgamation, reconstruction and liquidation. The RBI is authorized to
carry out periodical inspections of the banks and to call for returns and necessary information

from them. The nationalization of 14 major Indian scheduled banks in July 1969 has imposed
new responsibilities on the RBI for directing the growth of banking and credit policies
towards more rapid development of the economy and realization of certain desired social
objectives. The supervisory functions of the RBI have helped a great deal in improving the
standard of banking in India to develop on sound lines and to improve the methods of their
operation.

OBJECTIVE OF THE STUDY

1. The objective of this study is to understand the concept of event marketing, its
benefits and implementation process.
2. To evaluate the effectiveness of Alan kit as a promotional tool.
3. To identify the problems associated with ICICI Bank in the Indian scenario.
4. To offer suggestions for improvement to make it a more productive investment

RESEARCH METHODOLOGY
Data has been collected through one to one interaction and discussion with various people
who are involved in the business of insurance as Sales manager, Life Advisors, Marketing
Manager Customers and others. Newspapers, Internet, Magazines and Journals would
provide ample material about latest trends and practices in insurance industry. Kotak
organizes various outdoor activities to boost its business and brand. Interaction with
customers during such outdoor activities would enable to understand the success ratio of such
kind of outdoor activities. Various products of the company would be discussed with respect
to their benefits and advantages. Various insurance players would be compared with respect
to their market share and products that they offer.
Primary Data has been collected through discussions and observation of various people
involved in the business whereas Secondary Data through annual reports of the company,
newspaper, magazines, journals and internet.
The data collected is Primary data and Secondary data which is both quantitative and
qualitative data, which was further analyzed in order to draw conclusions and suggestions.

PRIMARY DATA: I will collect the primary data through the questionnaire which is
close and open ended both.

SECONDARY DATA: Internet, Book and Journal.

Tool Used: Bar Graph , Pie Diagram

Sampling Method: Random Sampling chosen by the gathering of data

Sample Size: 100

LIMITATION OF THE STUDY

Only Delhi & NCR region covered for this report because of not availability of time and
resource. Also for human resource Practice Company are not sharing more internal
information either on internet or ready to give.

CHAPTER II
PROFILE OF THE ORGANIZATION

2.1 PROFILE OF THE ORGANIZATION

ICICI Bank is India's second-largest bank with total assets of about Rs.1,67,659 crore at
March 31, 2005 and profit after tax of Rs. 2,005 crore for the year ended March 31, 2005 (Rs.
1,637 crore in fiscal 2004). ICICI Bank has a network of about 560 branches and extension
counters and over 1,900 ATMs. ICICI Bank offers a wide range of banking products and
financial services to corporate and retail customers through a variety of delivery channels and
through its specialized subsidiaries and affiliates in the areas of investment banking, life and
non-life insurance, venture capital and asset management.
ICICI Bank set up its international banking group in fiscal 2002 to cater to the cross border
needs of clients and leverage on its domestic banking strengths to offer products
internationally. ICICI Bank currently has subsidiaries in the United Kingdom and Canada,
branches in Singapore and Bahrain and representative offices in the United States, China,
United Arab Emirates, Bangladesh and South Africa. ICICI Bank's equity shares are listed in
India on the Stock Exchange, Mumbai and the National Stock Exchange of India Limited and
its American Depositary Receipts (ADRs) are listed on the New York Stock Exchange
(NYSE).
As required by the stock exchanges, ICICI Bank has formulated a Code of Business Conduct
and Ethics for its directors and employees. At April 4, 2005, ICICI Bank, with free float
market capitalization of about Rs. 308.00 billion (US$ 7.00 billion) ranked third amongst all
the companies listed on the Indian stock exchanges.
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 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 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.

CORPORATE SOCIAL RESPONSIBILITY

SOCIAL INITIATIVES GROUP (SIG):
ICICI Bank's social sector initiatives aim to resolve some of the most fundamental
developmental problems facing India today. Its involvement is primarily in terms of noncommercial support to fill knowledge and practice gaps in specific thematic areas Early
Child Health, Elementary Education and Micro Financial Services.

SIGinteractive platformthat seeks to:

Bring together participants in the development process to widen and deepen the
discourse informing developmentpractice. Interactive features include discussion
boardsand facilities to post papers, articles or other resources.

Publish research related to innovations and significant problems within the identified
thematic areas.

Enable online application for funding.

MISSION STATEMENT OF SIG

The mission statement of the SIG is "to identify and support initiatives designed to improve
the capacities of the poorest of the poor to participate in the larger economy". The SIG
believes that the three fundamental capacities any individual should possess to be able to
participate in the larger economy are in the areas of health, education and access to basic
financial services. Within these broad areas, infant health at birth, elementary education and
micro financial services define the areas in which the SIGs work focuses
At a very basic level, the programmes and projects supported by the SIG are required to cater
to the poorest. They should enable them to become active and informed participants in socioeconomic processes as opposed to passive observers. These initiatives must be output
oriented, with a focus on producing measurable outcomes that meet a minimum quality
requirement. The initiatives also need to be cost-effective. This is in recognition of the fact
that resources are limited and their efficient use is imperative if the maximum number is to
benefit. Cost-effectiveness also facilitates the adoption of the initiative in other contexts.
The initiative must be scalable. Scalability implies the ability to draw upon important
elements of a programme and adapt them to suit the needs of a specific situation. It should be
possible to do so at a national level. Even if the programme itself is not directly scaleable, it
should be possible to take away significant lessons from it in order to enrich work in other
settings.

All supported initiatives should have the potential for both near and long-term impact.
Consequentially, it is important that the impact of these programmes, in the near and long
term, be carefully understood and analyzed in a rigorous manner and not through anecdotes.
It is critical to clearly understand how an initiative is performing in terms of its
predetermined goals and in comparison to alternatives. There is little doubt that a complex of
factors, very often beyond the control of the programme/ organization, will influence the
outcome. Yet, serious and regular impact analysis can only make the programme richer and is
essential. The SIG assigns greater value to programmes/ organizations that carefully examine
the short-term and long-term implications of their actions.
In pursuit of its goals in the three focus areas, the SIG tends to support reasonably large-sized
initiatives so that issues such as cost-effectiveness, scalability and impact assessment can be
dealt with more directly. These initiatives not only have the potential to provide key research
inputs to other programmes, but also tend to have a large impact that benefits the
communities they work with. The approach of the SIG may thus be characterized more
broadly as action research, to distinguish it from pure academic research. However, in its
research work and impact assessment, the SIG seeks to adhere to the highest standards of
academic rigour. It often works in partnership with academic institutions such as Institute of
Rural Management Anand, KEM, Massachusetts Institute of Technology, Tata Institute of
Social Sciences, University of California, Berkeley and the University of Southampton.
It is crucial that the programmes supported by SIG be time-bound. This lends clarity to the
aim of the programme and prevents its intent from getting diluted over time.
The SIG works by identifying gaps in knowledge and practice in its focus areas and locating
initiatives that address these gaps in a manner consistent with the SIGs mission. The
identification of research needs is followed by an in-depth analysis of the short-term and
long-term implications of various forms of action. Among other things, this requires taking a
comprehensive overview of work already done in the country and outside. The SIG, thus,
seeks to answer certain fundamental questions in its focus areas through the projects it
supports and, thereby, contribute to findings that help the sector. It should be pointed out that
the SIG does not function as a rollout agency.
An important feature of the SIGs strategy is the belief in strengthening or supplementing
existing systems, rather than investing in parallel structures. Another key element of its

strategy is the building of long-term relationships with suitable partners. As part of this effort,
the SIG works actively to improve the efficacy of these partners and ensure sustained impact.
In pursuit of its goals, the SIG seeks to work actively with research agencies, NonGovernmental

Organisations

(NGOs),

Corporates,

Government

departments,

local

stakeholders and international organisations. It should also be noted that the group believes
modern technologies, particularly Information and Communication Technologies (ICT) can
prove to be important facilitators if used appropriately.

FOCUS AREAS OF SIG

The SIG has three focus areas:

Early Child Health

Elementary Education

Micro Financial Services

Health: Early Child Health

This focus seems to have the potential for maximum long and short-term impact and appears
achievable in the most cost-effective and therefore scaleablemanner.ICICI Bank aims to
improve individual capacity by impacting two important indicators of chronic undernutrition
in the first three years at the national level:

Proportion of babies born with a birth weight of less than 2.5 kg at or beyond 37
weeks of gestation (Intra-Uterine Growth retardation, IUGR)

Proportion of children under three years who are stunted.

Education: Elementary Education

Education (and not just literacy) up to the elementary level seems to be almost a necessary
condition for any individual (rich or poor) to be able to participate in any manner in the larger

economy Here the goal is to work towards the universalisation of elementary education all
across India, rural and urban, with a substantial difference being made by 2010. The goal
focuses on retention in school and learning achieved.
Money: Micro Financial ServicesThese services would include basic banking (savings and
cash management), finance (debt and equity), insurance (life and health) and derivatives. The
goal here is to facilitate universal access to these four services by the year 2010.

In addition to its core areas of focus, the SIG, in a limited manner, supports some other
initiatives:
1. Non-governmental Organization (NGO) Capacity Building
This is supported through the GIVE (Giving Impetus to Voluntary Effort) Foundation. It
seeks to provide a variety of services to NGOs listed including facilitating the receipt of
donations online (Give Online), sale of NGO products (Shop Online), volunteering of time
and skills (Volunteer Online) and news (News Online).
2. Modernization of the Indian Financial System
This involves encouraging appropriate research and institution building efforts on a national
basis. It is a virtual non-profit research centre that acts as a platform to address and encourage
debate, and develop a non-partisan opinion on various issues of concern and interest in
financial economics relating to emerging markets. ICICI Bank has supported the
development of various financial institutions such as the National Stock Exchange and the
Bombay Stock Exchange. It has also supported the Institute for Financial Management and
Research, Chennai.
The changed economic climate in India, with a growing emphasis on the market, has
hastened the need for an informed and participatory socio-economic order. As one of the
largest players in the economic landscape of the country, ICICI Bank believes that its
involvement in the commercial sector must be backed by a simultaneous commitment in the
social sector. This is particularly so if any of the larger goals of economic liberalisation in
India, and of its players, is to be brought to fruition. ICICI Bank seeks to perform its role in
the social sector through a dedicated not-for-profit group, the Social Initiatives Group (SIG).
Almost all banks have a wide variety of products to offer to the customers. There are regular

transaction between the customer and the bank and therefore many notifications and records,
that are required by both the bank and the customer for their satisfaction there are many
requests that a customer makes that the bank has to oblige and thus keep records of the same
in order to refer to them when ever required. It therefore goes with out saying that the
banking sector any where in the world has the highest frequency of paper work that needs to
be stored for future references, no doubt that the technology has improved and that various
requests can be sent across through e-mails, however banks require physical possession of the
same and thus it is convenient for the customers but very much the same as far the bank is
concerned.
ICICI Bank has always been looking to make banking comfortable and convenient as far as
possible for its customers, and to manage the tedious paper work it uses the 5 S philosophy
to help its staff retrieve and manage papers in the most efficient and the smartest way.
ICICI Bank was quick to understand that to be a leader it has to satisfy its customer needs, be
it product or service. Simple aspects like a, well organized and systematic work place
increases efficiency and brings about customer satisfaction. The 5 S philosophy helps the
staff to understand the importance of being organized at the work place. 5 S Philosophy
originates from Japan and came into deionization after the World War 2. It is one of the most
powerful tool under the Kaizen umbrella. Kaizen theories originate from Japan and the word
Kiazen basically means change for good, the word Kia means little, ongoing, good and the
word Zen means for the better.
The main aim of the 5 S Philosophy is to eliminate waste, reduce processing time, and add
responsibility to operational staff. The Philosophy believes that small changes results in large
improvements without large investments. The philosophy helps in organizing a work place in
such a manner that efficiency of people & processes is enhanced.
The philosophy identifies the 5 pillars of a managed work place

Sorting

Systematic Arrangement

Spic n Span

Standardization

Self Discipline

SORTING:

The very first step is to identify where the philosophy is to be deployed it could be as small as
a work station or as big as the whole office. A well organized work place motivates people,
both employees as well as others. The philosophy aims to improve safety, work efficiency,
productivity and establish sense of ownership. Sorting basically means to divide the all the
objects at the area where the philosophy is to be deployed into 5 broad categories
1. Needed regularly

(BUCKET 1)

2. Needed but not regularly

(BUCKET 2)

3. Needed regularly but not in excess quantity

(BUCKET 3)

4. Wanted but not needed

(BUCKET 4)

5. Scrap

(BUCKET 5)

Items Needed regularly at the bank are account opening forms , pay-in-challans, DD
challans, Rubber stamps, Stationery items,

etc Items Needed but not regularly are

Account opening forms of existing customers, Room freshener, Letter head, etc Need
regularly but nothing excess quantity are loose cheque book leaves, floppies, printer
paper, etc Wanted but not needed are items like cash reports, loan files, locker notice, files
of audit reports etc Scrap items are old brochures, old challans, old files, news papers,
disposable items. etc
SYSTEMATIC ARRANGEMENT:
Systematic Arrangement basically aims at arranging and identifying things in a work area.
Once sorting has been done at a work place and all different items are categorized the
next step is to identify the right place where the needed and wanted items are to be
placed.
The 2nd pillar of the philosophy is also called as PEEP which basically means Place for
Everything and Everything in Place. Every item after the sorting stage must have a place
from where it can be located easily and quickly. Systematic Arrangement thus ensures
that things are easily reachable.

BUCKET 1 Items Needed regularly- must be kept nearby so that they are easy to
retrieve.

BUCKET 2 Items Needed but not regularly- a place that is further from the work
station.

BUCKET 3 Items Needed regularly but not in excess quantity- 5 S common area

BUCKET 4- Items Wanted but not needed- located at a place from where it can be
dispersed

BUCKET 5- Scrap- Disposed of immediately

Work station is the smallest unit of a work place or an office. To organize the overall work
space, every work station therefore must be systematically organized. This stage includes
proper placement of items in a clearly identified easy to understand and systematic manner.
Before putting things in the right place it is important that a lay out is made, a layout is a
detailed drawing of a space that indicates the relative positioning of the elements in that
space, the layout of a work place ensures that the exact location of the items are known not
only to the owner but also to the visitors.
Work station layout must be displayed at every individual work station, while a department or
floor layout must be displayed at a common place on the floor, the layout of the common
storage area is to be displayed at the entrance of the same.
Layouts must be made of both the front view as well as the top view
The top view allows people to know who is sitting where and also where all the materials are
located it is basically a bird eyes view it gives a clear idea of the exact location
The front view indicates the storage area in a work place

In a work station the most important is to keep the drawer in order.

Drawer

Drawer A can used to keep stationeries it is important to ensure that no excess or

unwanted stationery items are in this drawer

Drawer B Is used to store files and documents which are used as daily referrals

Drawer C Can be used to store files and documents that are used once a month

All storage areas, cabinets, shelves, drawers etc must be labeled and indexed properly.
Alphabetical indexation must be prepared. Index must be labeled for frequently used
manuals, brochures, books etc it helps to retrieve the items quickly and easily. A master index
must be prepared for the workplace, which contains the address of each item in the
workplace. A soft copy of the same must also be kept.
Thus systematic arrangement is not only putting everything in the proper place and setting up
a system so that it is easy to place each item in its proper place but also good labeling
practices so that files and documents are easily identified and proper storage locations are
clearly known.
The stage also analyses as to why getting things out and putting them away takes so long.
Study of issue such as who are the people who use the items frequently and occasionally is
also done.
Store room require extra care if they are not arranged properly retrieving things would
become highly impossible and a pain taking process. The very first step in order to arrange
the store room systematically is to make a lay out of it, both again of the front view and the
top view that would help to understand the area available where all items that have been
sorted out will be placed except for scrap which will be disposed immediately.

It would be important to designate the right areas for the right things and avoid rework. Files
must be stored in terms of usage or in sequence of routine priority every day. Files,
Documents, Folders required often (BUCKET 1) must be kept at place closest and easily
retrievable and must be nearest to the entrance of the store-room.
BUCKET 2 items are farther than the regular needed items. Items in BUCKET 3 that is
Needed regularly but not in excess quantity will be divided into 2, firstly items of optimum
quantity should be placed at the work place and the second would be excess inventory that
will be placed in the 5 S common area. Bucket 4 items wanted but not needed will also be
kept in the 5 S common area.
Again high emphasis needs to be given on labeling the files and items before they are moved
into the store-room. The labels should be in standard formats and should include Names of
files, Start date and end date of files, Retention time, Owner of the file, Department to which
it belongs, File number. Files of different departments should be stored in the store room and
must have different color binding. There needs to be a segmented index for the store room
that would help to indicate what items are stored where and in which shelf of the rack in the
store room. The index needs to be in alphabetically ordered. The index will be pasted inside
the store room at the workplace. It must be clearly visible in the store room. All items in the
store room are a part of the Master Index, a copy of the master index must be placed in the
store room.
The layout of the store room and the Index will allow easy access and easy retrieval of files
and documents without having to search for them as layout and the index pin point exactly
what is lying where. For documents that need to have regular inventory levels a KANBAN
card is used that allows the staff members to know exactly how much of inventory level is
required and after what level there need to be an order and of how much and also the contact
details of the person responsible for providing the same. The KANBAN card is placed over
the documents so that it is visible to everyone who is using them the card also states the
owner who is responsible to manage the inventory level.

2.2 PROBLEMS OF THE ORGANIZATION

The main problem faced by the company was that it had a small customer base .The banks
own products had a lesser market as compared to its third party selling. The bank does a third
party selling for all the investment products.
The study thus focused on the following dimensions:
1. To identify critical factors that influences the buying behavior of individuals.
2. To know the customer acceptance of the services of ICICI BANK in Delhi and NCR
regions.
3. To asses the problem volume of future sales.
4. To find the position of ICICI BANK vis--vis its competitors.
The Bank wants to strengthen its customer base by gathering information about the market
scenario for Current/Savings Accounts. ICICI BANK needs to know about the competitors
moves and the customers preference in this sector.

2.3 COMPETITION INFORMATION

List of Public Sector Banks in India is as follows:

Allahabad Bank

Andhra Bank

Bank of Baroda

Bank of India

Bank of Maharashtra

Canara Bank

Central Bank of India

Corporation Bank

Dena Bank

Indian Bank

Indian Overseas Bank

Oriental Bank of Commerce

Punjab and Sind Bank

Punjab National Bank

State Bank of Bikaner & Jaipur

State Bank of Hyderabad

State Bank of India (SBI)

State Bank of Indore

State Bank of Mysore

State Bank of Patiala

State Bank of Saurashtra

State Bank of Travancore

Syndicate Bank

UCO Bank

Union Bank of India

United Bank of India s

Vijaya Bank

2. 4 S.W.O.T ANALYSIS OF THE ORGANIZATION

STRENGTH

Leadership position

Consumer centric brand

WEAKNESS

Low flexibility: it does not have high

customization available

Decline in digital entertainment market

Software service

Strong after sales service

Design strategy: looks cost strategy

OPPORTUNITY

THREAT

PC business

Pricing pressure

Service industry: bought worlds No

Component pricing

Slow revenue growth

2
Service provider EDS

CHAPTER III
DATA ANALYSIS AND INTERPRETATION

1. Male Vs Female

No. of People

Male
Female

2. No. of people participated in survey on the basis of different age group.

No. of People Different Age Group

50-60; 5%
40-50; 23%

20-30; 43%

30-40; 28%

In this survey total 60 persons participated. Out of 60, 54 are male and 6 are female. If we
take the people age group wise then 20-30(44%), 30-40(28%), 40-50(23%) and 50-60(5%).
This shows that younger generation more attract towards privatisation means private sector.

3. No. of people participated in survey from different occupation.

No. of People
Government
Private
Businessman
Others

4. No. of people from different income group.

According to Income Group No. of People

Above 5.5; 13%

4.5 - 5.5; 37%

2.5 - 3.5; 20%

3.5 - 4.5; 30%

Here we easily see that the 55% people are businessman and 40% are from private jobs. And
in income group 37% people are from income group 4.5 -5.5 lakh and the 30% are 3.5-4.5
lakh. So conclusion that here the majority of businessman and private job person are
interested in saving account.

5. Age Group Vs Using Bank

Standard Chartered

20-30
30-40
40-50
50-60

6. Income Vs Using Bank

Standard Chartered

2.5 - 3.5 lakh

3.5 - 4.5 lakh
4.5 - 5.5 lakh
Above 5.5 lakh

Here the market potential of private sector banks ICICI leading in Saving Account. The age
group 20-30 & 30-40years is the choice of ICICI Bank.
If we take Income group wise, in this ICICI also leading, second place occupied by ICICI.

7. Types of Saving account people have

No. of People
18%

Zero Balance
Min. 10,000
Min. 50,000
More than 50,000

82%

8. Bank which people have saving account

No. of People
Standard Chartered
3%

22%

2%

22%

HDFC
ICICI

52%

ABN-AMRO
Other

Here we find that the market potential of ICICI Bank is high because out of 60 people
31(51%) peoples have ICICI Saving Account. ICICI& Other are equivalent. Where Standard
chartered Bank has only 2% people.

9. Age Group Vs Features

Age Group 20-30 Vs Liking features

ATM Network

27%

Service

42%

24/7 Internet Banking

8%

Others
23%

Age Group 30-40 vs Liking Feature

ATM Network

Service

24/7 Internet Banking

Others

24%

41%

12%
24%

Age Group 40-50 Vs Liking features

Others; 29%
ATM Network; 43%

Service; 29%

Age Group 50-60 Vs Liking features

ATM Network
Service
24/7 Internet Banking
Others

As far as the using features are concerned the people are more aggressive towards the ATM
Network then after they said about the Service and after the service they looking for other.
Other included new era service like Doorstep Banking, Mobile Banking, and Online Banking.
In survey I found that a person usage ATM thrice and more times in a week. Its shows that
how people devoted about ATM Network and also for other
Services like Mobile banking, Doorstep Banking, Online Banking and etc.

10. Features which people like in using bank

No. of People

Others; 28%

Largest ATM Network; 42%

Services; 23% 24/7 internet Banking; 7%

The overall analysis said that feature which people like in using bank is ATM Network and
after that other services like Door Banking, Internet Banking, Online Banking, Mobile
Banking and etc. Every person wants to each thing at his Door because nobody wants to
expense time.

CHAPTER IV
CONCLUSION & SUGGESSTIONS

CONCLUSION

After completing the research study on Importance and scope of branding in

priority banking program run by Indian and foreign banks, taking into
perspective the customer and the key features he associates with a strong
banking brand, we can confidently say that we have understood the essence of
branding in banks, especially in the priority banking programs, meant mainly for the
Preferred and Imperial customers.

This project has helped us gauge the importance of brand strategies, brand
considerations and brand management to differentiate oneself from the others in this
fiercely aggressive and continuously growing banking industry.

Through this project, we have understood several concepts that we had never really
delved upon till date. Working on this project for the last couple of weeks, a
conceptual insight has been attained in the vast world of banking. This entire study
has given us an opportunity, to reach beyond the theoretical knowledge of our
textbooks and gaining a practical aspect to various concepts in banking and branding.

SUGGESSTIONS
Banking is also now being regarded as a versatile financial planning tool. Research
indicates that Indians have four basic financial needs during their life asset accumulation
(such as buying a house or car), protecting their family, securing their childrens
education, and provision for their retirement. India being a country having a huge
population of around one billion people with only 32% of the banking population in
India possessing banking the country has a vast potential, which has been left untapped
till now. For Banking company Banking advisors are the lifeline and a very huge asset
so each company try to recruit and select a potential force of Banking advisors because
this is the advisors who generate maximum business for the Bank . Banking advisors
provide a very strong support to the Bank and do all possible efforts to generate huge
amount of profit to the company and for him.

BIBLIOGRAPHY

Books
Arthur, J. B. Effects of resource systems on manufacturing performance and turnover.
Academy of Management Journal, 37: 670-687.
Aryee, S., Budhwar, P.S., & Chen, Z. X. Trust as mediator of the relationship between
organizational justice and work outcomes: test of a social exchange model, Journal of
Organizational Behavior, 23(3): 267-285.
Bae, J. & Lawler, J. J. Organizational and HRM strategies in Korea: Impact of firm
performance in an emerging economy.Academy of Management Journal.43: 502-517.

Journals
Harvard Business Review

c. Magazines
Business India
Business World
Gloom

d. Internet
i. Sites:
www.blonnet.com
www.superbrandsindia.com
ii. Search Engines
http://www.google.com

ANNEXURES
QUESTIONNAIRE
1) According to you and Manpower Programme of ICICI bank should be designed to
(Select only one)
Reduce anxiety

Promote two-way communication

Promote a positive employee attitude

Assimilate the employees in the organization.

2) Which section of the Manpower process do you feel is most important for meeting the
needs of your job in ICICI bank ?
Organizational issues

employee and organization benefits

introductions

job duties

3) What special things should the organization provide to make new employees feel
comfortable, welcome and secure?)
Desk

work area

equipment

special instructions

4) What things according to you would new employees need to know about the work
environment that would make them comfortable?
Names and titles of key executives

company policy and rules

history of the company

product / services offered

6. Employees are actively involved in planning.

(1) Strongly Agree
(3) Disagree

(2) Agree
(4) Strongly Disagree

7. This organization rewards innovation and creativity on Manpower Planning.

(1) Strongly Agree

(3) Disagree

(2) Agree
(4) Strongly Disagree

8. Analysis based on the reasons given by the candidates for back out

9 Which are the parameters on which candidates are evaluated?

Patterned
Stress
Depth

10 Principle of right man on the right job is strictly followed.

Strongly agree
Moderately agree
Strongly disagree
Moderately disagree
Cant say