“Identify the current account holder

costumer’s perception of
in JAIPUR city”

Under the supervision of: - Submitted by: -

Dr. Raghuveer Singh Bhag chand jat
(Director) CIPS JAIPUR (PGDM-2 Sem.)
ACADEMIC SESSION
2007-09

TO

Centurion Institute of Professional Studies, Jaipur

In partial fulfillment for the requirement

(Two years full time program)

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 ACKNOWLEDGEMENT
It is always acknowledged so precious a debt as that of
learning. It is the only debt that is difficult to reply through
gratitude. It is indeed a great opportunity for me to pen down
a few lines about people to whom my acknowledgement is
due.
It is my deepest sense of gratitude that I wish place on record
my sincere thanks to Mr. Raghuvir Singh (Director – CIPS) for
providing me this opportunity to complete my project work in
Marketing Management.
I would also like to thanks all those who could not find a
separate name but has help me directly or indirectly.
Last but not the least I would like to thanks my faculty members at Centurion
Institute of Professional Studies who gave me the useful tips and opened a
whole New World of Knowledge for me. Lastly, I would like to thank all the
members of HDFC Bank and my colleagues who gave me fruitful information to finish
my project.

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 EXECUTIVE SUMMARY

In accordance with the resource project the topic chosen identify the
corporate target market (current account) and Costumers perception
of in JAIPUR city.

In this research the beginning of the project is the assistance of

various tools, techniques and information belong to the subject.
This research has been identified that there are no dependent and in
depended various which effecting the topic and problem relatively.
The problem identified the corporate target market (current account)
and Costumers perception in JAIPUR city and effect a particular
consumer has been described in this research..
Hence to observe the problem related response according to the
questionnaire many of the person queered.
It is close ended question asked so the respondent field for the
cognizance which is beneficial for me and company.

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 OBJECTIVE
Different objective behind conducting this project-
o Identifying Customer satisfactions.

o Customer Orientation towards Features available in HDFC

Bank Current Account products.

o Listing of the product preferences in Current Account.

o Recommendation on Market potential For HDFC Bank in

Current Account.

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 Content table

S. No. Page No.

Contents
1 Introduction of project……………………….. 6
2 Banking sector introduction……………………… 7-13
3 Company profile………………………………….. 14-36
4 List of company products……………… 37-47
5 Research objective………………………………… 48
6 Research Methodology……………………………. 49-53
7 Data collection & Data analysis…………………… 54-55
8 Findings……………………………………………. 56-63
9 Conclusion…………………………………………. 64
10 Recommendation and Suggestion ………………… 65-66
11 Limitation of study………………………………… 67
12 Annexure …………………………………………… 68
Questionnaire……………………………………….
Bibliography…………………………………………

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 ❋ INTRODUCTION
The project was carried out for understanding the customer behavior in Current
Account of HDFC Bank JAIPUR branch and its market potential. HDFC Bank was
established in the year 1994, they are old player in banking sector, The bank has two
principle client segments –customer and asset management.The bank follows values
such as – Integrity, teamwork, respect, professionalism, & Mission. The segment of
bank we are considering here is- Corporate banking. The product out of which have
chosen for research is Current Accounts.This research helps us in finding out the
customers view regarding the product and Services offered by the HDFC bank and
awareness by promotion and also identifying the the market potential of the product
offered by the HDFC bank.

❋ ABOUT THE PROJECT

The project was carried out in Jaipur city with an objective of knowing satisfaction
level of customer with bank services and do customers are aware about the different
types of
Current Account with various schemes, Services and different offers provide by the
bank. The total sample size taken was one thousand (100) from various market of
the Jaipur. The research shows that the market potential for the bank is very good
and so many customers are not aware of the services provided by the bank which are
not provided by other banks. On the other hand we have also the existing customers
of HDFC Bank who are satisfied with the working style of bank, but want
continuous updates about the new service schemes and other products of bank. They
want that bank should do promotional activity as – Advertising. So that they can be
updated while seating at home. The researcher used the method of questionnaire to
know all feedback which is listed above.

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 Banking sector profile
Banking in India originated in the first decade of 18th century. The first banks were The
General Bank of India, which started in 1786, and Bank of Hindustan, both of which are
now defunct. The oldest bank in existence in India is the State Bank of India, which
originated in the "The Bank of Bengal" in Calcutta in June 1806. This was one of the three
presidency banks, the other two being the Bank of Bombay and the Bank of Madras. The
presidency banks were established under charters from the British East India Company.
They merged in 1925 to form the Imperial Bank of India, which, upon India's
independence, became the State Bank of India. For many years the Presidency banks
acted as quasi-central banks, as did their successors. The Reserve Bank of India formally
took on the responsibility of regulating the Indian banking sector from 1935. After India's
independence in 1947, the Reserve Bank was nationalized and given broader powers.

A couple of decades later, foreign banks such as Credit Lyonnais started their Calcutta
operations in the 1850s. At that point of time, Calcutta was the most active trading port,
mainly due to the trade of the British Empire, and due to which banking activity took
roots there and prospered.

EARLY HISTORY

The first fully Indian owned bank was the Allahabad Bank, established in 1865. However,
at the end of late-18th century, there were hardly any banks in India in the modern sense
of the term. At the time of the American Civil War, a void was created as the supply of
cotton to Lancashire stopped from the Americas. Some banks were opened at that time to
finance industry, including speculative trading in cotton. With large exposure to
speculative ventures, most of the banks opened in India during that period failed. The
depositors lost money and lost interest in keeping deposits with banks. Subsequently,

13
banking in India remained the exclusive domain of Europeans for next several decades
until the beginning of the 20th century.

Structure of the organized banking sector in India. Numbers of banks are in

brackets.

13
At this time, the Indian economy was passing through a relative period of stability. Around
five decades have elapsed since the India's First war of Independence, and the social,
industrial and other infrastructure have developed. At that time there were very small
banks operated by Indians, and most of them were owned and operated by particular
communities.

The presidency banks dominated banking in India. There were also some exchange banks
and a number of Indian joint stock banks. All these banks operated in different segments
of the economy. The exchange banks, mostly owned by Europeans, concentrated on
financing foreign trade. Indian joint stock banks were generally under capitalized and
lacked the experience and maturity to compete with the presidency and exchange banks.
This segmentation let Lord Curzon to observe, "In respect of banking it seems we are
behind the times. We are like some old fashioned sailing ship, divided by solid wooden
bulkheads into separate and cumbersome compartments."

By the 1900s, the market expanded with the establishment of banks such as Punjab
National Bank, in 1895 in Lahore and Bank of India, in 1906, in Mumbai - both of which
were founded under private ownership. Punjab National Bank is the first Swadeshi Bank
founded by the leaders like Lala Lajpat Rai, Sardar Dyal Singh Majithia. The Swadeshi
movement in particular inspired local businessmen and political figures to found banks of
and for the Indian community. A number of banks established then have survived to the
present such as Bank of India, Corporation Bank, Indian Bank, Bank of Baroda, Canara
Bank and Central Bank of India.

FROM WORLD WAR I TO INDEPENDENCE

The period during the First World War (1914-1918) through the end of the Second World
War (1939-1945), and two years thereafter until the independence of India were
challenging for Indian banking. The years of the First World War were turbulent, and it
took its toll with banks simply collapsing despite the Indian economy gaining indirect

13
boost due to war-related economic activities. At least 94 banks in India failed between 1913
and 1918 as indicated in the following table:

Number of banks Authorized capital Paid-up Capital

Years
that failed (Rs. Lakhs) (Rs. Lakhs)

1913 12 274 35

1914 42 710 109

1915 11 56 5

1916 13 231 4

1917 9 76 25

1918 7 209 1

POST-INDEPENDENCE

The partition of India in 1947 adversely impacted the economies of Punjab and West
Bengal, paralyzing banking activities for months. India's independence marked the end of
a regime of the Laissez-faire for the Indian banking. The Government of India initiated
measures to play an active role in the economic life of the nation, and the Industrial Policy
Resolution adopted by the government in 1948 envisaged a mixed economy. This resulted
into greater involvement of the state in different segments of the economy including
banking and finance. The major steps to regulate banking included:

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 • In 1948, the Reserve Bank of India, India's central banking authority, was
nationalized, and it became an institution owned by the Government of India.
• In 1949, the Banking Regulation Act was enacted which empowered the Reserve
Bank of India (RBI) "to regulate, control, and inspect the banks in India."
• The Banking Regulation Act also provided that no new bank or branch of an
existing bank may be opened without a license from the RBI, and no two banks
could have common directors.

However, despite these provisions, control and regulations, banks in India except the State
Bank of India, continued to be owned and operated by private persons. This changed with
the nationalization of major banks in India on 19th July, 1969.

NATIONALISATION

By the 1960s, the Indian banking industry has become an important tool to facilitate the
development of the Indian economy. At the same time, it has emerged as a large employer,
and a debate has ensued about the possibility to nationalize the banking industry. Indira
Gandhi, the-then Prime Minister of India expressed the intention of the GOI in the annual
conference of the All India Congress Meeting in a paper entitled "Stray thoughts on Bank
Nationalisation." The paper was received with positive enthusiasm. Thereafter, her move
was swift and sudden, and the GOI issued an ordinance and nationalised the 14 largest
commercial banks with effect from the midnight of July 19, 1969. Jayaprakash Narayan, a
national leader of India, described the step as a "masterstroke of political sagacity." Within
two weeks of the issue of the ordinance, the Parliament passed the Banking Companies
(Acquition and Transfer of Undertaking) Bill, and it received the presidential approval on
9th August, 1969.

A second dose of nationalisation of 6 more commercial banks followed in 1980. The stated
reason for the nationalisation was to give the government more control of credit delivery.
With the second dose of nationalisation, the GOI controlled around 91% of the banking

13
business of India. Later on, in the year 1993, one of the nationalised banks, namely, New
Bank of India was merged with Punjab National Bank. It was the first and only merger of
a Nationalised Bank into a Nationalised Bank, resulting in the reducing the number of
Nationalised Banks from 20 to 19.

After this, until the 1990s, the nationalised banks grew at a pace of around 4%, closer to
the average growth rate of the Indian economy.

LIBERALISATION

In the early 1990s the then Narsimha Rao government embarked on a policy of
liberalisation and gave licences to a small number of private banks, which came to be
known as New Generation tech-savvy banks, which included banks such as Global Trust
Bank (the first of such new generation banks to be set up)which later amalgamated with
Oriental Bank of Commerce,UTI Bank(now re-named as Axis Bank), ICICI Bank and
HDFC Bank. This move, along with the rapid growth in the economy of India, kickstarted
the banking sector in India, which has seen rapid growth with strong contribution from all
the three sectors of banks, namely, government banks, private banks and foreign banks.

The next stage for the Indian banking has been setup with the proposed relaxation in the
norms for Foreign Direct Investment, where all Foreign Investors in banks may be given
voting rights which could exceed the present cap of 10%,at present it has gone up to 49%
with some restrictions.

The new policy shook the Banking sector in India completely. Bankers, till this time, were
used to the 4-6-4 method (Borrow at 4%;Lend at 6%;Go home at 4) of functioning. The
new wave ushered in a modern outlook and tech-savvy methods of working for traditional
banks.All this led to the retail boom in India. People not just demanded more from their
banks but also received more.

CURRENT SITUATION

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Currently (2007), banking in India is generally fairly mature in terms of supply, product
range and reach-even though reach in rural India still remains a challenge for the private
sector and foreign banks. In terms of quality of assets and capital adequacy, Indian banks
are considered to have clean, strong and transparent balance sheets relative to other banks
in comparable economies in its region. The Reserve Bank of India is an autonomous body,
with minimal pressure from the government. The stated policy of the Bank on the Indian
Rupee is to manage volatility but without any fixed exchange rate-and this has mostly been
true.

With the growth in the Indian economy expected to be strong for quite some time-
especially in its services sector-the demand for banking services, especially retail banking,
mortgages and investment services are expected to be strong. One may also expect M&As,
takeovers, and asset sales.

In March 2006, the Reserve Bank of India allowed Warburg Pincus to increase its stake in
Kotak Mahindra Bank (a private sector bank) to 10%. This is the first time an investor
has been allowed to hold more than 5% in a private sector bank since the RBI announced
norms in 2005 that any stake exceeding 5% in the private sector banks would need to be
vetted by them.

Currently, India has 88 scheduled commercial banks (SCBs) - 27 public sector banks (that
is with the Government of India holding a stake)after merger of New Bank of India in
Punjab National Bank in 1993, 29 private banks (these do not have government stake; they
may be publicly listed and traded on stock exchanges) and 31 foreign banks. They have a
combined network of over 53,000 branches and 17,000 ATMs. According to a report by
ICRA Limited, a rating agency, the public sector banks hold over 75 percent of total assets
of the banking industry, with the private and foreign banks holding 18.2% and 6.5%
respectively

Introduction of many more products and facilities in the banking sector in its reforms
measure. In 1991, under the chairmanship of M Narasimham, a committee was set up by
his name which worked for the liberalization of banking practices.

The country is flooded with foreign banks and their ATM stations. Efforts are being put to
give a satisfactory service to customers. Phone banking and net banking is introduced. The
entire system became more convenient and swift. Time is given more importance than
money.

13
 COMPANY PROFILE

COMPLETE NAME OF THE COMPANY–

The Housing Development Finance Corporation Limited (HDFC Bank

Ltd.)

BUSINESS OBJECTIVE

The primary objective of HDFC is to enhance residential housing stock in the

country through the provision of housing finance in a systematic and professional
manner, and to promote home ownership. Another objective is to increase the flow
of resources to the housing sector by integrating the housing finance sector with the
overall domestic financial markets.

ORGANISATIONAL GOALS
HDFC's main goals are to
(a) Develop close relationships with individual households,
(b) Maintain its position as the premier housing finance institution in the
country,
(c) Transform ideas into viable and creative solutions,
(d) Provide consistently high returns to shareholders, and
(e) To grow through diversification by leveraging off the existing client base

SLOGAN
“We Understand Your World”

13
 HISTORICAL DEVELOPMENT OF THE COMPANY-
The Housing Development Finance Corporation Limited (HDFC) was
amongst the first to receive an 'in principle' approval from the Reserve Bank of
India (RBI) to set up a bank in the private sector, as part of the RBI's liberalisation
of the Indian Banking Industry in 1994. The bank was incorporated in August 1994
in the name of ' HDFC Bank Limited', with its registered office in Mumbai, India.
HDFC Bank commenced operations as a Scheduled Commercial Bank in January
1995.

BUSINESS FOCUS

HDFC is India's premier housing finance company and enjoys an impeccable

track record in India as well as in international markets. Since its inception in
1977, the Corporation has maintained a consistent and healthy growth in its
operations to remain the market leader in mortgages. Its outstanding loan portfolio
covers well over a million dwelling units. HDFC has developed significant expertise
in retail mortgage loans to different market segments and also has a large
corporate client base for its housing related credit facilities. With its experience in
the financial markets, a strong market reputation, large shareholder base and
unique consumer franchise, HDFC was ideally positioned to promote a bank in the
Indian environment.

CAPITAL STRUCTURE

The authorised capital of HDFC Bank is Rs.450 crore (Rs.4.5 billion). The
paid-up capital is Rs.311.9 crore (Rs.3.1 billion). The HDFC Group holds 22.1% of
the bank's equity and about 19.4% of the equity is held by the ADS Depository (in
respect of the bank's American Depository Shares (ADS) Issue). Roughly 31.3% of
the equity is held by Foreign Institutional Investors (FIIs) and the bank has about
190,000 shareholders. The shares are listed on the The Stock Exchange, Mumbai

13
and the National Stock Exchange. The bank's American Depository Shares are
listed on the New York Stock Exchange (NYSE) under the symbol "HDB".

DISTRIBUTION NETWORK

HDFC BANK
HDFC Bank is headquartered in Mumbai. The Bank at present has an enviable
network of over 761 branches spread over 327 cities across India. All branches
are linked on an online real-time basis. Customers in over 120 locations are also
serviced through Telephone Banking. The Bank's expansion plans take into account
the need to have a presence in all major industrial and commercial centres where its
corporate customers are located as well as the need to build a strong retail customer
base for both deposits and loan products. Being a clearing/settlement bank to
various leading stock exchanges, the Bank has branches in the centres where the
NSE/BSE have a strong and active member base.

March 2006 March 2007 March 2008

Citied 228 316 327

Branches 535 684 1229

ATMs 1323 1605 2400

The Bank also has a network of about over 1977 networked ATMs across these

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cities. Moreover, HDFC Bank's ATM network can be accessed by all domestic and
international Visa/MasterCard, Visa Electron/Maestro, Plus/Cirrus and American
Express Credit/Charge cardholders.

TIMESBANK AMALGAMATION

In a milestone transaction in the Indian banking industry, Times Bank Limited (another
new private sector bank promoted by Bennett, Coleman & Co./Times Group) was merged
with HDFC Bank Ltd., effective February 26, 2000. As per the scheme of amalgamation
approved by the shareholders of both banks and the Reserve Bank of India, shareholders
of Times Bank received 1 share of HDFC Bank for every 5.75 shares of Times Bank. The
acquisition added significant value to HDFC Bank in terms of increased branch network,
expanded geographic reach, enhanced customer base, skilled manpower and the
opportunity to cross-sell and leverage alternative delivery channels.

MANAGEMENT

Mr. Jagdish Capoor took over as the bank's Chairman in July 2001. Prior to this, Mr.
Capoor was a Deputy Governor of the Reserve Bank of India.

The Managing Director, Mr. Aditya Puri, has been a professional banker for over 25 years,
and before joining HDFC Bank in 1994 was heading Citibank's operations in Malaysia.

The Bank's Board of Directors is composed of eminent individuals with a wealth of

experience in public policy, administration, industry and commercial banking. Senior
executives representing HDFC are also on the Board.

Senior banking professionals with substantial experience in India and abroad head various
businesses and functions and report to the Managing Director. Given the professional
expertise of the management team and the overall focus on recruiting and retaining the

13
best talent in the industry, the bank believes that its people are a significant competitive
strength.

TECHNOLOGY

HDFC Bank operates in a highly automated environment in terms of information

technology and communication systems. All the bank's branches have online connectivity,
which enables the bank to offer speedy funds transfer facilities to its customers. Multi-
branch access is also provided to retail customers through the branch network and
Automated Teller Machines (ATMs).

Centralized Processing Units Derived Economies of Scale

Electronic Straight Through Reduced Transaction Cost

Processing

Data Warehousing , CRM Improve cost efficiency, Cross

sell
Innovative Technology Application Provide new or superior
products

The Bank has made substantial efforts and investments in acquiring the best technology
available internationally, to build the infrastructure for a world class bank. The Bank's
business is supported by scalable and robust systems which ensure that our clients always
get the finest services we offer.

2001

13
 Branches 43%

ATM 40%

Phone Banking
14%
Internet 2%

Mobile 1%

2005

Branches 17%

ATM 45%

Phone Banking
12%
Internet 25%

Mobile 1%

The Bank has prioritized its engagement in technology and the internet as one of its key
goals and has already made significant progress in web-enabling its core businesses. In
each of its businesses, the Bank has succeeded in leveraging its market position, expertise
and technology to create a competitive advantage and build market share.

13
BUSINESS MIX

Retail Wholesale

• HDFC Bank is a consistent player in the private sector bank and have a
well balanced product and business mix in the Indian as well as overseas
markets.

• Customer segments (retail & wholesale) account for 84% of Net revenues (
FY 2008)

• Higher retail revenues partly offset by higher operating and credit costs.

• Equally well positioned to grow both segments.

SEGMENTS

HDFC Bank offers a wide range of commercial and transactional banking services and
treasury products to wholesale and retail customers. The bank has three key business
segments:

Wholesale Banking Services

The Bank's target market ranges from large, blue-chip manufacturing companies in the
Indian corporate to small & mid-sized corporate and agro-based businesses. For these
customers, the Bank provides a wide range of commercial and transactional banking
services, including working capital finance, trade services, transactional services, cash

13
management, etc. The bank is also a leading provider of structured solutions, which
combine cash management services with vendor and distributor finance for facilitating
superior supply chain management for its corporate customers. Based on its superior
product delivery / service levels and strong customer orientation, the Bank has made
significant inroads into the banking consortia of a number of leading Indian corporates
including multinationals, companies from the domestic business houses and prime public
sector companies. It is recognised as a leading provider of cash management and
transactional banking solutions to corporate customers, mutual funds, stock exchange
members and banks.

Retail Banking Services

The objective of the Retail Bank is to provide its target market customers a full range of
financial products and banking services, giving the customer a one-stop window for all
his/her banking requirements. The products are backed by world-class service and
delivered to the customers through the growing branch network, as well as through
alternative delivery channels like ATMs, Phone Banking, Net Banking and Mobile
Banking.

The HDFC Bank Preferred program for high net worth individuals, the HDFC Bank
Plus and the Investment Advisory Services programs have been designed keeping in mind
needs of customers who seek distinct financial solutions, information and advice on
various investment avenues. The Bank also has a wide array of retail loan products
including Auto Loans, Loans against marketable securities, Personal Loans and Loans for
Two-wheelers. It is also a leading provider of Depository Participant (DP) services for
retail customers, providing customers the facility to hold their investments in electronic
form.

HDFC Bank was the first bank in India to launch an International Debit Card in
association with VISA (VISA Electron) and issues the MasterCard Maestro debit card as

13
well. The Bank launched its credit card business in late 2001. By September 30, 2005, the
bank had a total card base (debit and credit cards) of 5.2 million cards. The Bank is also
one of the leading players in the "merchant acquiring" business with over 50,000 Point-of-
sale (POS) terminals for debit / credit cards acceptance at merchant establishments.

Treasury

Within this business, the bank has three main product areas - Foreign Exchange and
Derivatives, Local Currency Money Market & Debt Securities, and Equities. With the
liberalisation of the financial markets in India, corporates need more sophisticated risk
management information, advice and product structures. These and fine pricing on
various treasury products are provided through the bank's Treasury team. To comply with
statutory reserve requirements, the bank is required to hold 25% of its deposits in
government securities. The Treasury business is responsible for managing the returns and
market risk on this investment portfolio

HDFC BANK PRODUCT AND CUSTOMER SEGMENT

PERSONAL BANKING

Loan Product Deposit Product Investment & Insurance

• Auto Loan • Saving a/c • Mutual Fund

• Loan Against • Current a/c • Bonds
Security • Fixed deposit • Knowledge Centre
• Loan Against • Demat a/c • Insurance
Property • Safe Deposit • General and Health
• Personal loan Lockers Insurance

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 • Credit card • Equity and
• 2-wheeler loan Derivatives
• Commercial • Mudra Gold Bar
vehicles finance
• Home loans
• Retail business
banking
• Tractor loan
• Working Capital
Finance
• Construction
Equipment Finance
• Health Care
Finance
• Education Loan
• Gold Loan

Cards Payment Services Access To Bank

• Credit Card • NetSafe • NetBanking

• Debit Card • Merchant • OneView
• Prepaid Card • Prepaid Refill • InstaAlert
• Billpay MobileBanking
• Visa Billpay • ATM
• InstaPay • Phone Banking
------------------------------- • Email Statements
• DirectPay
-
• VisaMoney • Branch Network
Forex Services
------------------------------- Transfer
- • e–Monies
• Product & Services Electronic Funds
• Trade Services Transfer
• Online Payment
• Forex service
of Direct Tax
Branch Locater
• RBI Guidelines

13
 WHOLESALE BANKING

Corporate Small and Medium Financial Institutions and

Enterprises Trusts

• Funded • Funded Services BANKS

Services • Non Funded Services • Clearing Sub-
• Non Funded • Specialized Services Membership
Services • Value added services • RTGS – submembership
• Value Added • Internet Banking • Fund Transfer
Services • ATM Tie-ups
• Internet • Corporate Salary a/c
Banking • Tax Collection

Financial Institutions
Mutual Funds
Stock Brokers
Insurance Companies
Commodities Business
Trusts

NRI SERVICES

Accounts & Deposits Remittances

• Rupee Saving a/c • North America

• Rupee Current a/c • UK
• Rupee Fixed Deposits • Europe
• Foreign Currency Deposits • South East Asia
• Accounts for Returning Indians • Middle East
• Africa
• Others
Quick remit
IndiaLink
Cheque LockBox

13
 Telegraphic/ Wire Transfer
Funds Transfer Cheques/DDs/TCs

Investment & Insurances Loans

• Mutual Funds • Home Loans

• Insurance • Loans Against Securities
• Private Banking • Loans Against Deposits
• Portfolio Investment Scheme • Gold Credit Card

Payment Services Access To Bank

• NetSafe • NetBanking
• BillPay • OneView
• InstaPay • InstaAlert
• DirectPay • ATM
• Visa Money • PhoneBanking
• Online Donation • Email Statements
• Branch Network

BUSINESS STRATEGY

HDFC BANK mission is to be "a World Class Indian Bank", benchmarking

themselves against international standards and best practices in terms of product
offerings, technology, service levels, risk management and audit & compliance. The
objective is to build sound customer franchises across distinct businesses so as to be a
preferred provider of banking services for target retail and wholesale customer segments,
and to achieve a healthy growth in profitability, consistent with the Bank's risk appetite.
Bank is committed to do this while ensuring the highest levels of ethical standards,

13
professional integrity, corporate governance and regulatory compliance. Continue to
develop new product and technology is the main business strategy of the bank. Maintain
good relation with the customers is the main and prime objective of the bank.

HDFC BANK business strategy emphasizes the following :

• Increase market share in India’s expanding banking and Financial services

industry by following a disciplined growth strategy focusing on quality and not on
quantity and delivering high quality customer service.
• Leverage our technology platform and open scaleable systems to deliver more
products to more customers and to control operating costs.
• Maintain current high standards for asset quality through disciplined credit risk
management.
• Develop innovative products and services that attract the targeted customers
and address inefficiencies in the Indian financial sector.
• Continue to develop products and services that reduce bank’s cost of funds.
• Focus on high earnings growth with low volatility.

HUMAN RESOURCE

The Bank’s staffing needs continued to increase during the year particularly in the
retail banking businesses in line with the business growth. Total number of employees
increased from 14878 as of March31,2006 to 21477 as of March 31, 2007. The Bank
continues to focus on training its employees on a continuing basis, both on the job and
through training programs conducted by internal and external faculty. The Bank has
consistently believed that broader employee ownership of its shares has a positive impact
on its performance and employee motivation. The Bank’s employee stock option scheme so
far covers around 9000 employees.

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CREDIT RATING

The Bank has its deposit programs rated by two rating agencies - Credit Analysis &
Research Limited (CARE) and Fitch Ratings India Private Limited. The Bank's Fixed
Deposit program has been rated 'CARE AAA (FD)' [Triple A] by CARE, which represents
instruments considered to be "of the best quality, carrying negligible investment risk".
CARE has also rated the bank's Certificate of Deposit (CD) program "PR 1+" which
represents "superior capacity for repayment of short term promissory obligations". Fitch
Ratings India Pvt. Ltd. (100% subsidiary of Fitch Inc.) has assigned the "tAAA ( ind )"
rating to the Bank's deposit program, with the outlook on the rating as "stable". This
rating indicates "highest credit quality" where "protection factors are very high".

The Bank also has its long term unsecured, subordinated (Tier II) Bonds rated by CARE
and Fitch Ratings India Private Limited and its Tier I perpetual Bonds and Upper Tier II
Bonds rated by CARE and CRISIL Ltd. CARE has assigned the rating of "CARE AAA"
for the subordinated Tier II Bonds while Fitch Ratings India Pvt. Ltd. has assigned the
rating "AAA (ind)" with the outlook on the rating as "stable". CARE has also assigned
"CARE AAA [Triple A]" for the Banks Perpetual bond and Upper Tier II bond issues.
CRISIL has assigned the rating "AAA / Stable" for the Bank's Perpetual Debt programme
and Upper Tier II Bond issue. In each of the cases referred to above, the ratings awarded
were the highest assigned by the rating agency for those instruments

CORPORATE GOVERNANCE RATING

The bank was one of the first four companies, which subjected itself to a Corporate
Governance and Value Creation (GVC) rating by the rating agency, The Credit Rating
Information Services of India Limited (CRISIL). The rating provides an independent
assessment of an entity's current performance and an expectation on its "balanced value
creation and corporate governance practices" in future. The bank has been assigned a
'CRISIL GVC Level 1' rating which indicates that the bank's capability with respect to

13
wealth creation for all its stakeholders while adopting sound corporate governance
practices is the highest.

RECENT DEVELOPMENT

The Reserve Bank of India has approved the scheme of amalgamation of Centurion
Bank of Punjab Ltd. with HDFC Bank Ltd. with effect from May 23, 2008.All the
branches of Centurion Bank of Punjab will function as branches of HDFC Bank
with effect from May 23, 2008. With RBI’s approval, all requisite statutory and
regulatory approvals for the merger have been obtained.

The combined entity would have a nationwide network of 1167 branches; a strong
deposit base of around Rs.1,22,000 crores and net advances of around Rs.89,000 crores.
The balance sheet size ofthe combined entity would be over Rs.1, 63,000 crores.

13
Merger with Centurion Bank of Punjab Limited

On March 27, 2008, the shareholders of the Bank accorded their consent to a scheme of
amalgamation of Centurion Bank of Punjab Limited with HDFC Bank Limited. The
shareholders of the Bank approved the issuance of one equity share of Rs.10/- each of
HDFC Bank Limited for every 29 equity shares of Re. 1/- each held in Centurion
Bank of Punjab Limited. This is subject to receipt of Approvals from the Reserve
Bank of India, stock exchanges and Other requisite statutory and regulatory
authorities. The shareholders Also accorded their consent to issue equity shares and/or
warrants convertible into equity shares at the rate of Rs.1,530.13 each to HDFC
Limited and/or other promoter group companies on preferential basis, subject to final
regulatory approvals in this regard. The Shareholders of the Bank have also approved
an increase in the authorized capital from Rs.450 crores to Rs.550 crores.

Promoted in 1995 by Housing Development Finance Corporation (HDFC), India's

leading housing finance company, HDFC Bank is one of India's premier banks providing a
wide range of financial products and services to its over 11 million customers across
hundreds of Indian cities using multiple distribution channels including a pan-India
network of branches, ATMs, phone banking, net banking and mobile banking. Within a
relatively short span of time, the bank has emerged as a leading player in retail banking,
wholesale banking, and treasury operations, its three principal business segments. The
bank's competitive strength clearly lies in the use of technology and the ability to deliver
world-class service with rapid response time. Over the last 13 years, the bank has
successfully gained market share in its target customer franchises while maintaining
healthy profitability and asset quality.As on March 31, 2008, the Bank had a network of
761 branches and 1,977 ATMs in 327 cities. For the year ended March 31, 2008, the Bank
reported a net profit of INR 15.90 billion (Rs.1590.2crore), up 39.3%, over the
corresponding year ended March 31, 2007. As of March 31, 2008 total deposits
were INR 1007.69 billion,(Rs.100,769 crore) up 47.5% over the corresponding year
ended March 31, 2007. Total balance sheet size too grew by 46.0% to INR 1,331.77 billion

13
(133177 crore). Leading Indian and international Publications have recognized the
bank for its performance and quality.

Centurion Bank of Punjab is one of the leading new generation private sector banks
in India. The bank serves individual consumers, small and medium businesses and
large corporations with a full range of financial products and services for investing,
lending and advice on financial planning. The bank offers its customers an array of
wealth management products such as mutual funds, life and general insurance and has
established a leadership 'position'. The bank is also a strong player in foreign
exchange services, personal loans, mortgages and agricultural loans. Additionally the
bank offers a full suite of NRI banking products to Overseas Indians. On 29th August
2007, Centurion Bank of Punjab merged with Lord Krishna Bank (LKB), post obtaining
all requisite statutory and regulatory approvals. This merger has further
strengthened the geographical reach of the Bank in major towns and cities across the
country, especially in the State of Kerala, in addition to its existing dominance in the
northern part of the country. Centurion Bank of Punjab now operates on a strong
nationwide franchise of 404 branches and 452 ATMs in 190 locations across the country,
supported by employee base of over 7,500 employees. In addition to being listed on
the major Indian stock exchanges, the Bank’s shares are also listed on the
Luxembourg Stock Exchange.

Awards and Achievements - Banking Services

HDFC Bank began operations in 1995 with a simple mission: to be a "World-class Indian
Bank". We realised that only a single-minded focus on product quality and service

13
excellence would help us get there. Today, we are proud to say that we are well on our way
towards that goal.

It is extremely gratifying that our efforts towards providing customer convenience have
been appreciated both nationally and internationally.

2007
One of India's "Most Innovative Companies"
Business Today-Monitor Group survey
'Corporate Best Bank' Award
Dun & Bradstreet – American Express Corporate Best Bank Award 2007

'Best Corporate Social Responsibility Practice' Award

The Bombay Stock Exchange and Nasscom Foundation's Business for Social
Responsibility Awards 2007
Best Bank Award in the Private sector category.
Outlook Money & NDTV Profit
2006
Best Bank in India.
Business Today

One of Asia Pacific's Best 50 companies.

Forbes Magazine

2005
Best Domestic Commercial Bank
Asiamoney Awards
"Most Customer Responsive Company - Banking and Financial Services
Economic Times - Avaya Global Connect Customer Responsiveness Awards

2004

13
One of India's Most Respected Companies
Business World
Best Under a Billion, 100 Best Smaller Size Enterprises in Asia/Pacific
and Europe
Forbes Global

There have been some other proud moments as well:

o London-based Euro money magazine gave us the award for "Best Bank - India"
in 1999, "Best Domestic Bank" in India in 2000, and "Best Bank in India" in 2001
and 2002
o Asia money magazine has named us "Best Commercial Bank in India 2002".
o Leading Indian business magazine Business India named us "India's Best Bank"
in 2000.

13
 PROFILES OF DIRECTORS

• Mr. Jagdish Capoor

• Mr. Aditya Puri

• Mr. Keki M. Mistry

• Mr. Vineet Jain

• Mrs. Renu Karnad

• Mr. Arvind Pande

• Mr. Ashim Samanta

• Mr. C M Vasudev

13
 • Mr. Gautam Divan

• Dr. Pandit Palande

• Mr. Paresh Sukthankar

• Mr. Harish Engineer

BOARD COMMITTEE

The Board has constituted committees of Directors to take informed decisions in the best
interest of the Bank. These committees monitor the activities falling within their terms of
reference. Various committees of the Board were reconstituted during the year due to
induction of additional Director namely; Mr. Pandit Palande. The Board's Committees are
as follows:
The Board's Committees are as follows:

 Audit and Compliance Committee

 Compensation Committee
 Investors' Grievance (SHARE) Committee
 Risk Monitoring Committee
 Credit Approval Committee
 The Premises Committee
 Nomination Committee

13
 Fraud Monitoring Committee
 Customer Service Committee

HDFC bank branches in Jaipur

 HDFC Bank Jaipur branch
Address D - 54, Siddhi Vinayak,
Ashok Marg,
C Scheme,
Jaipur - 302001
Rajasthan
Tel 0141-2371215/2371919
Fax 0141-361949
ATM YES,Lockers YES
Weekday : Monday to Friday, Timings : 9.30 am to 3.30 pm
Weekend : Saturday, Timings : 9.30 am to 12.30 pm
WeeklyOff : Sunday
 HDFC Bank Johari Bazar branch
Address Shop # 85 - 86,
Pandya Bhawan,
Johari Bazar,
Jaipur - 302003
Rajasthan
Tel 0141-5172100/5172172
Fax 0141-5172111
ATM YES,Lockers NO
Weekday : Monday to Friday, Timings : 11.00 am to 5.00 pm
Weekend : Saturday, Timings : 11.00 am to 2.00 pm
WeeklyOff : Sunday

13
 HDFC Bank Tonk Road Jaipur branch
Address A-1, Shree Plaza,
Lal Kothi, District Shopping Centre,
Tonk Road
Jaipur - 302015
Rajasthan
Tel 0141-5115507
Fax 0141-5115549 (Telefax)
ATM YES,Lockers YES
Weekday : Monday to Friday, Timings : 10.00 am to 4.00 pm
Weekend : Saturday, Timings : 10.00 am to 1.00 pm
WeeklyOff : Sunday
 HDFC Bank Vaishali Nagar branch
Address 10 - B, Tarang Apartments,
Gautam Marg, Near Amrapali Circle,
Vaishali Nagar,
Jaipur - 302021
Rajasthan
Tel 0141-5110413/0141 – 5110412
Fax 0141-5110414
ATM YES,Lockers NO
Weekday : Monday, Wednesday to Saturday, Timings : 9.30 am to 3.30
pm
Weekend : Sunday, Timings : 10.30 am to 1.30 pm
WeeklyOff : Tuesday
 HDFC Bank Vidyadhar Nagar branch
Address Times Square, 10,
Central Spine,
Vidhadhar Nagar,
Jaipur - 302023
Rajasthan
Tel 0141 - 5170556
Fax 0141 - 5170555

13
ATM YES,Lockers NO
Weekday : Monday to Friday, Timings : 9.30 am to 3.30 pm
Weekend : Saturday, Timings : 9.30 am to 12.30 pm
WeeklyOff : Sunday

13
Current Account Product

13
 Account Types

Regular AQB Rs.10,000/-

Rs.40,000/-
Trade AQB

Plus AQB Rs.100,000/-

Premium AQB Rs.25,000/-

13
 Account features

• All services for all customers- the only

difference is pricing

• Provide payment solutions to the customer

• Payment leads to balance build-up

• Promotes closed-user-group (CUG)

• Try to grab maximum share of customer

business

13
 Account features

PREMIUM REGULAR
HDFC Bank HDFC Bank
Features Current Current
PLUS TRADE
Account Account

821, 200,
825, 221, 205, 208,
227, 232, 824, 256, 823, 202, 219, 220,
Product
830, 819, 832, 820, 206, 833, 250,835,
Codes 826,279*, 810 814, 827 831, 813,
843* 811, 229,
226

Average
Quarterly
Rs.100,000/- Rs.40,000/- Rs.25,000/- Rs.10,000/-
Balance
(AQB)

Less than
Rs.50,000 -
Non-
Rs.6,000
Maintenanc
e Charges Rs.1,200/- Rs.900/- Rs.750/-
(per
Rs.50,000 &
Qaurter) above -
Rs.1,500

Mode of
Average of daily closing balances of each day spread
calculating
over a period of three months.
AQB

13
Account features Chequebook

PREMIUM REGULAR
HDFC Bank HDFC Bank
Features Current Current
PLUS TRADE
Account Account

Payable-at- Payable-at- Payable-at- Payable-at-

par par par par

Cheque
Book
300 cheque 200 cheque 100 cheque
Charges
leaves Free leaves Free leaves Free
(Issued by
per month. per month. per month.
Bank) Charges Rs
Charges Rs Charges Rs Charges Rs
2/- per leaf
2/- per leaf 2/- per leaf 2/- per leaf
beyond 300 beyond 200 beyond 100
leaves leaves leaves

13
Account features Remittance Transactions
PREMIUM REGULAR
HDFC Bank HDFC Bank
Features Current Current
PLUS TRADE
Account Account
Local
cheques/A/c
to a/c funds
transfer
transaction
Free Free Free Free
s at home
branch
location
(Payment
/Collection)
Anynhwere Transactions (except Dahej)
A/c to A/c
Fund
Transfer
within Rs.15/- per Rs.15/- per
Free Free
HDFC Bank transaction transaction
- anywhere
transaction
s
Free up to Free up to
Rs.100 lacs Rs.50 lacs Free up to
Payments & per month, per month, Rs. 25 lacs
Collections beyond beyond per month, Charges at
at HDFC which which Charges at Rs.1.50/1000
Bank charges @ charges @ Rs.1.50/100 , min Rs. 25
Locations Rs. Rs. 0, min Rs.
0.50/1000, 0.50/1000, 25
min Rs. 25 min Rs. 25

13
 All
transaction
All
s are All All
transactions
subject to a transactions transactions
are subject
maximum are subject are subject
to a
of 250 to a to a
maximum of
transaction maximum of maximum of
100
s per 150 100
transactions
month, transactions transactions
per month,
beyond per month, per month,
beyond
which beyond beyond
Bulk which
charges @ which which
Transaction charges @
Rs.5/- per charges @ charges @
Charges Rs.5/- per
transaction Rs.5/- per Rs.5/- per
transaction
would be transaction transaction
would be
levied. would be would be
levied.
Includes all levied.Includ levied.Includ
Includes all
Local / es all Local / es all Local /
Local /
Anyhwere Anyhwere Anyhwere
Anyhwere
clearing clearing and clearing and
clearing and
and transfer transfer
transfer
transfer transactions transactions
transactions
transaction
s

13
 Account features Cash Txn: Deposit

PREMIUM REGULAR
HDFC Bank HDFC Bank
Features Current Current
PLUS TRADE
Account Account
Free upto
Free upto Free upto Free upto
Rs.10 lacs
Rs.5 lacs per Rs.3 lacs per Rs.2 lacs per
per month or
month or 40 month or 25 month or 25
50
transactions transactions transactions
transactions
which ever is which ever is which ever is
which ever is
lower, lower, lower,
lower,
Deposit in Deposit in Deposit in
Deposit in
excess of excess of excess of
excess of
Rs.5 lacs or Rs.3 lacs or Rs.2 lacs or
Rs.10 lacs or
40 25 25
50
transactions transactions transactions
transactions
will be will be will be
Cash will be
charged @ charged @ charged @
Deposit- charged @
Rs.2/- per Rs.2/- per Rs.2/- per
Home Branch Rs.2/- per
Rs.1,000/-, Rs.1,000/-, Rs.1,000/-,
Location Rs.1,000/-,
minimum minimum minimum
minimum
Rs.50/-. Rs.50/-. Rs.50/-.
Rs.50/-.
(Cash (Cash (Cash
(Cash
deposit at deposit at deposit at
deposit at
non-home non-home non-home
non-home
branches branches branches
branches
within home within home within home
within home-
branch city branch city branch city
branch city
subject to subject to subject to
subject to
limit of limit of limit of
limit of
Rs.50,000/- Rs.25,000/- Rs.10,000/-
Rs.100,000/-
per day per day) per day)
per day)

13
 Maximum Maximum Maximum
Rs.100,000/- Rs.50,000/- Rs.25,000/-
Cash Deposit
per day. per day. per day.
-Non Home Not Allowed
Charges @ Charges @ Charges @
location
Rs. 3/1000, Rs. 3/1000, Rs. 3/1000,
min Rs. 50 min Rs. 50 min Rs. 50

13
 Transaction Limits
Cash Deposit 
Product  Depositor  Home  Non­home branch in the  Non­home location 
Branch  same city (Intra­city)  (Intercity) 
Regular  Self  No limit  Maximum Rs. 10,000 per  Not allowed 
Third party  No limit  day per account   
(irrespective of self or 
third party) 
Premium  Self  No limit  Maximum Rs. 25,000 per  Maximum Rs. 25,000 
Third party  No limit  day per account  per day per account 
(irrespective of self or  (irrespective of self or 
third party)  third party) 
Trade  Self  No limit  Maximum Rs. 50,000 per  Maximum Rs. 50,000 
Third party  No limit  day per account  per day per account 
(irrespective of self or  (irrespective of self or 
third party)  third party) 
Plus  Self  No limit  Maximum Rs. 100,000  Maximum Rs. 100,000 
Third party  No limit  per day per account  per day per account 
(irrespective of self or  (irrespective of self or 
third party)  third party) 

13
 Cash Deposit Charges

Cash Deposit 
Product  Depositor  Home  Non­home branch in the  Non­home location 
Branch  same city (Intra­city)  (Intercity) 
Regular  Self  Free up to Rs. 200,000 per month or 25  Not allowed 
Third party  transactions per month. Charges 
Rs.2/1000, min Rs. 50/­ per transaction 
beyond free limits. (Irrespective of cash 
deposited by self or third party) 
Premium  Self  Free up to Rs. 300,000 per month or 25  Rs. 3/1000 
Third party  transactions per month. Charges  (Irrespective of cash 
Rs.2/1000, min Rs. 50/­ per transaction  deposited by self or 
beyond free limits. (Irrespective of cash  third party) 
deposited by self or third party) 
Trade  Self  Free up to Rs. 500,000 per month or 40  Rs. 3/1000 
Third party  transactions per month. Charges  (Irrespective of cash 
Rs.2/1000, min Rs. 50/­ per transaction  deposited by self or 
beyond free limits. (Irrespective of cash  third party) 
deposited by self or third party) 
Plus  Self  Free up to Rs. 10,00,000 per month or 40  Rs. 3/1000 
Third party  transactions per month. Charges  (Irrespective of cash 
Rs.2/1000, min Rs. 50/­ per transaction  deposited by self or 
beyond free limits. (Irrespective of cash  third party) 
deposited by self or third party) 

13
Account features Cash Txn: Withdrawal
PREMIUM REGULAR
HDFC Bank HDFC Bank
Features Current Current
PLUS TRADE
Account Account
Cash
Free at Free at Free at Free at
Withdrawa
Home Home Home Home
l-Home
Branch Branch Branch Branch
Branch
Free cash
Free cash Free cash
withdrawal
withdrawal withdrawal
s upto
s upto s upto
Rs.50,000/-
Rs.50,000/- Rs.25,000/-
per day, Cash
per day, per day,
beyond withdrawal
beyond beyond
which s charges
which which
charges @ @
charges @ charges @
Rs.2/1000, Rs.2/1000,
Rs.2/1000, Rs.2/1000,
Cash min Rs. min Rs. 50
min Rs.50/- min Rs.
Withdrawa 50/- (Only Third party
(Only for 50/- (Only
l-Non for cash
incrementa for
Home incrementa withdrawal
l amount), incrementa
Branch- l amount), allowed
Third party l amount),
Intracity & Third party only up to
cash Third party
Intracity cash maximum
withdrawal cash
withdrawal Rs.
allowed withdrawal
allowed 50,000/-
only up to allowed
only up to per
maximum only up to
maximum transaction
Rs. maximum
Rs. .
50,000/- Rs.50,000/-
50,000/-
per per
per
transaction transaction
transaction
. .
.

13
13
Competitive Advantage

Competitive Advantage
Plus Current Account Trade Current Account Premium Current Account Regular Current Account

Free A/c to A/c Fund Free A/c to A/c Fund Cheaper A/c to A/c Fund Cheaper A/c to A/c Fund
Transfer Transfer Transfer Transfer

Free RTGS Free RTGS Cheaper RTGS payment / Cheaper RTGS payment /
Collection Free Collection Free

Free DD/MC Free DD/MC Cheaper DD/MC - Flat Cheaper DD/MC - Flat
charges charges

Free NEFT Free NEFT Free NEFT Free NEFT

payment/Collections payment/Collections payment/Collections payment/Collections

Free Anywhere Free Anywhere Free Anywhere PAP cheque book

Payment/Collection of Payment/Collection of Payment/Collection of Rs.
Rs. 100 Lacs pm Rs. 50 Lacs pm 25 Lacs pm
300 cheque leaves free 200 cheque leaves free 100 cheque leaves free per Convenience to Withdraw
per month per month month Cash from all branches

Convenience to Convenience to Deposit Convenience to Deposit & Business Debit Card

Deposit & Withdraw & Withdraw Cash from Withdraw Cash from all
Cash from all all branches branches
branches
Faster Collection of Faster Collection of Faster Collection of Faster Collection of
Outstation cheques Outstation cheques Outstation cheques through Outstation cheques through
through CMS through CMS CMS CMS
Business Debit Card Business Debit Card Business Debit Card
13
 Research objective

Different objective behind conductingthisproject

• IdentifyingTarget Customer.
• Customer Orientation towards Features available
in HDFC Bank Current Account products.
• Listing of the product preferences in Current
Account.
• Recommendation on Market potential For HDFC
Bank in Current Account.

13
 RESEARCH METHODOLOGY

Bank basically means business and in business collection of raw data allows the managers to see the real
scenario and then take a decision as per the data obtained. There are several implications in this
statement:
• The bank gets a clear picture of the ULIP Market scenario.
• They can examine the available information in the form of data to make a decision
• They can even get a clear picture of the scenario or potential of the Savings Account and ULIP’s
of their banks in comparison to other banks.
• The information can only be gathered by data collection and then analyzing the available data.

Therefore, it can be said that the data collection is an important part of the project.

Data
Information
Raw numbers

The projected objectives were considered and as per the requirement a market survey was done.

Procedure:

The procedure that followed can be enlisted as below:

• Reading about the product

• Deciding on the objective to proceed.
• Developing Survey instruments
• Conducting personal interviews of different age-groups, sex, monthly income and occupation
through a Questionnaire.
• Finally analyzing the data of various Geographic areas and trying to study with the other players.

Process adopted:

13
1. Gaining knowledge about the product:
Reading about the product was the first step undertaken. This gave not only in depth knowledge
about what is been offered by other players but also proved useful while developing the
questionnaire.

2. Steps in the Development of the Survey Instruments

The main instruments required for survey was a well-developed questionnaire. The questionnaire
development took place in a series of steps as described below:

Step Research objectives are being transformed into

1
information objectives.

Step The Appropriate data collection methods have been

2 determined

Step The information required by each objective is being

3 determined.

Step Specific Questions/Scale Measurement format is

4 developed.

Question/Scale Measurements is being evaluated.

Step
5

Step Research objectives are being

6 transformed into information objectives.

13
 Step The number of information needed is being
7 determined.

Step The questionnaire and layout is being evaluated.

8

Step Revise the questionnaire layout if needed.

9

Step The Questionnaire format is being finalized.

10

3. Customer Survey:

The people play an important part as a clear perception of people about the product can be
estimated and known. Studying the need levels of the people regarding the Insurance product can be
observed. It was very useful in knowing about the requirements of the people.

4. Referred to brochures and websites of competitors:

To understand the competitors product brochures and websites of various players were referred
and a competitive analogy of all the information is been made.

13
 Research Design:
A two stage Research was conducted:

1. Secondary Research:
Data was collected from websites and catalogues to understand the product of the different players

2. Primary Research:
A Primary Research was conducted:
The questionnaire was prepared for the companies and following areas covered:
• competing banks
• Features offered by different banks
• Consumer profile
• Satisfaction level
• Reasons for their invesment
• Desirable features of the product.

Sampling Plan:
Elements:
The target population of the study included the general population above the age of 21 yrs. It will
further be based on Stratified Random Sampling.

Sample size: 100 people.

13
 DATA COLLECTION
The final draft of the questionnaire (see Appendix) was prepared on the basis of the
observations from the pilot study. These were then finally filled by 1000 customer,
for the conclusive study.
Finally the data collected was fed into the data analysis software- SPSS, to be
analyzed using statistical techniques.

Types of Primary Data collected:

• Socioeconomic Characteristics:

socioeconomic characteristics are sometimes called “states of being” in that

they represent the type of people. The factors on which we are working are
occupation. Monthly transection is also an important parameter but it is
difficult to verify. Although the amount of money that business unit earns in a
month is an absolute, not a relative quantity but it is a sensitive topic in our
society and it is difficult to determine.

• Attitudes/Opinions:

Through the questionnaire we have tried to get hold of business preference,

inclination and requirement. Attitude is an important notion in the marketing
literature, since it is generally thought that the attitudes are related to the
behavior of businessmen.

• Motivation:

13
 Through the questionnaire we have tried to find the hidden need or want of
businessmen and have tried to find if these people can be tapped as the
potential customer for HDFC Bank.

• Behavior:

Behavior concerns what subjects have done or are doing. Through the
questionnaire we have tried to find out the behavior of the individuals
regarding the product and their responses. If the responses are favorable
then the person can be said to be our potential customer. The primary
data serves as an important tool to measure the behavioral trend of the
customer. It helps in answering some of the vital Questions.

Obtaining the Primary Data:

The data collection was primarily done through communication.

Communication involves questioning respondents to secure the desired
information, using a data collection instrument called questionnaire. The
questions were in writing and so were the responses.

Versatility:

It is the ability of a technique to collect the information on the many types of

primary data of interest to marketers. It has also been found that some of the people
do not answer truthfully to all the questions especially in the case of the personal
details

13
Findings

13
 Question 4

Monthly Transection

70%

60%

50%
05L- 20L
40%
20L - 40L
30% 40L - Above

20%

10%

0%
05L- 20L 20L - 40L 40L - Above

13
Question 5

Do you have a Current Account?

3%

97%

Yes No

13
Question 6

With Which Bank

Kotak Mahindra
Bank, 3%
HDFC, 33%
Co- Operative
Bank, 48%

ICICI, 5%

Nationalized, 31%

HDFC ICICI Nationalized Co- Operative Bank Kotak Mahindra Bank

13
 Ac
ce

0
200
400
600
800
1000
1200
ss
M i bi
in lity
im
um
Ba
la
Question 7
nc
DD e
/P
ay
or
de
Fr
ee r
C
he
qu
es
De
bi
tC
ar
Ca d
sh
De
po
Ch si
eq t
ue
Pi

13
ck
up
Ne
tB
an
M kin
g
ob
ile
Ba
nk
in
At g
Pe
rC
he
Which Factors do you consider for opening a Current Account

qu
e

NE
F T

RT
G
S
Question 8

Which mode of transaction do you avail frequently?

Pay Order, 12%

DD, 32%

Cheque, 76%

Cheque DD Pay Order

13
Question 9

Which types of transaction do you made

Inter city, 33%

Both, 52%

Outside City
, 15%

13
Question 10

your bank assist you in case of any problem

10%

90%

Yes No

13
 CONCLUSIONS

1. Almost all the Banks offer similar features and facilities with their
Savings accounts, therefore for existing customers of Current
Account of any Bank to shift to another Bank; this is very rarely the
criteria or reason.
2. The level of service in terms of delivering whatever is promised, fast
response in case of problems, is the most important benefit that the
customers seek, from the Bank they have a Current Account with.
3. Network reach and visibility of a Bank is a very important criterion
for the customer while opening a Current Account. We can also
conclude from our analysis that network reach in terms of Branches
and ATMs is directly proportional to the market share in case of
Private Players.
4. In case of a new customer, if a bank approaches it first for opening a
Current Account with them, then there is a good chance for the
bank of getting many future businesses and cross sales from the
deal.
5. Aggressive Marketing is the key to increasing the market share in
this area, since the market has a lot of potential both in terms of
untapped market .

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 RECOMMENDATIONS & SUGGESTIONS

1. Contract Sales Executive (CSE) should be trained to explain the

product features and its value added services to make customer’s
product selection convenient.

2. Contract Sales Executive (CSE) should recommend right product to

the right customer so as to ensure a high degree of satisfaction
among the customer.

3. The bank needs to make people aware about there products and the
basic benefits they can derive out of it. And also the differential
features of its savings account as compared to other banks.70% of
the people did not even know about the concept, benefits and
features of its saving accounts.

4. The bank should also target small business unit for whom
maintenance of the AQB is not a problem as this segment is not
much penetrated.

5. Though the bank offers free doorstep banking once a day this fact
is also not known to many customers or they still do not trust this

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 service what ever the reason the bank can popularize this service
to gain an edge over nationalized banks and Co-operative Banks.

6. Quality of service has been rated highly important by all

demofigureic factors as a reason for banking with a particular
bank, Standard Chartered needs to improve the services provided
to its existing customers before attracting more in the future and
use word of mouth as a promotional tool to increase the sales
potential of its savings account.

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 LIMITATIONS

Some of the limitations of the project are listed as below:

1. The time bound period is the major limitation in research projects.

2. Due to the financial and time constraints a cluster analysis of the

population so as to get better results was not feasible.

3. The research conduct in jaipur city only.

4. It was difficult to break the ice with the common people initially. It
was a daunting task to convince them to fill in the personal details of
the questionnaire where they have to mention the monthly income,
occupation etc.
5. To convince the people for a proper interviewing process is also
difficult.
6. Compilation of data on competitor analysis was difficult due to non-
availability of correct information.

7. The figures have been taken as approximations.

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 ANNEXURE

QUESTIONAIRE-

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C
u
1. Name of Reaspondent____________________________________________________________

2. Contact Person_________________________________________________________________

3. Contact No.____________________________________________________________________

4. Monthly Transaction_____________________________________________________________

5. Do you Have Current Account?

(a) Yes (b) No

6. If Yes Which banks-

o ICICI
o HDFC
o Kotak Mahindra Bank
o Nationalized Banks_____________________________________________________
o Co-Operative Banks____________________________________________________

7 Which Factors do you consider for opening a Current Account

o Accessibility o Cheque Pick up

o Minimum Balance o Net Banking
o DD/ Pay Order o Mobile Banking
o Free Cheque o At Par Cheques
o Debit Card o NEFT
o Cash Deposit o RTGS

8 Which mode of transaction do you avail frequently?

(a) Cheque ( b) DD (c) Pay Order

9 Which type of transaction do you made

(a) Inter city (b) Intra city (c) Both

10 Does your bank assist you in case of any problem

(a) Yes (b) No

11. What are the additional Benefits do you expect from a Current Account?
__________________________________________________________________________________
__________________________________________________________________________________

Date___________________

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Place__________________ Signature
BIBLOGRAPHY

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