EXECUTIVE SUMMARY

The objective of this project is to analyse the services of CITI BANK. For the company to compete successfully and to retain the first position in among ban ing companies! it needs to understand the general public perception and feedbac so as to provide them the best products and services to in order to compete "ith others and to be the mar et leader. This term paper helps to no" about the services provided by the CITI BANK and also the price charged by the CITI BANK for its services. This report also include the service gap model I #ap refers to the difference bet"een customers$ e%pected service and management$s perceptions of customers$ e%pectations. This gap means that management may not correctly perceive customer e%pectations.

II #ap & refers to the difference bet"een management perceptions of customers$ e%pectations and service 'uality specifications. This gap means that although the people in management level may perceive the correct e%pectations of the customers! they may not have suitable and sufficient service 'uality specifications.

III #ap & refers to the difference bet"een service 'uality specifications and the real service delivery. This gap means that although the service providers may have suitable and sufficient service 'uality specifications! they may not have the satisfactory service delivery in the real situation. That may be because service providers lac "ell&trained employees to deliver satisfactory service.

I( #ap & refers to the difference bet"een the service delivered and e%ternal communication about the service "ith customers. That is! the service providers may not have suitable and sufficient communication "ith the customers or the service providers may have commitments that e%ceed "hat they can do or they may not sufficiently inform the customers of "hat they have done.

( #ap & is the difference bet"een consumer e%pectation and their perception of service 'uality & measured by the difference bet"een "hat customers e%pect and "hat customers perceive about the service. The report also include the customer e%pectations to"ards the CITI BANK. )o" the customer get satisfied from the ban . The report also include the segmentation of the CITI BANK services "hich include The report also presents the service blueprint of the citi ban "hich is helpful to no" the services provided by the citi ban . The report also includes the full description of the CITI BANK. And the mar eting mi% of the citi ban "hich is consist of *p$s of the service mar eting. And also include the I+C plan of the CITI BANK. ,o at last I can say that this report is the encyclopedia of the CITI BANK services.

INTRODUCTION OF CITI BANK

Follo"ing its merger "ith the First National Ban ! the ban changed its name to The First National City Ban of Ne" -or in ./00! then shortened it to First National City Ban in ./12. The company organically entered the leasing and credit card sectors! and its introduction of 3,4 certificates of deposit in 5ondon mar ed the first ne" negotiable instrument in mar et since .666. 5ater to become part of +asterCard! the ban introduced its First National City Charge ,ervice credit card & popularly no"n as the 78verything Card7 & in ./1*.96: 4uring the mid&./*;s! under the leadership of C8< =alter B. =riston! First National City Ban >and its holding company First National City Corporation? "as renamed Citiban ! N.A. >and Citicorp! respectively?. By that time! the ban had created its o"n 7one&ban holding company7 and had become a "holly o"ned subsidiary of that company! Citicorp >all shareholders of the ban had become shareholders of the ne" corporation! "hich became the ban @s sole o"ner?. The name change also helped to avoid confusion in <hio "ith Cleveland&based National City Ban ! though the t"o "ould never have any significant overlapping areas e%cept for Citi credit cards being issued in the latter National City territory. >In addition! at the time of the name change to Citicorp! National City of <hio "as mostly a Cleveland&area ban and had not gone on its ac'uisition spree that it "ould later go on in the .//;s and 2;;;s.? Any possible name confusion had Citi not changed its name from National City eventually became completely moot "hen ANC Financial ,ervices ac'uired the National City of <hio in 2;;6 as a result of the subprime mortgage crisis.

Automated banking card

,hortly after"ard! the ban launched the Citicard! "hich allo"ed customers to perform all transactions "ithout a passboo . Branches also had terminals "ith simple one line displays that allo"ed customers to get basic account information "ithout a ban teller. =hen automatic teller machines "ere later introduced! customers could use their e%isting Citicard.

Credit card business

In the ./1;s the ban entered into the credit card business. In ./10! First National City Ban bought Carte Blanche from )ilton )otels. )o"ever after three years! the ban >under pressure from the 3.,. government? "as forced to sell this division. By ./16! the company created its o"n credit card. The card! no"n as 7The 8verything Card!7 "as promoted as a ind of 8ast Coast version of the Ban America. By ./1/! First National City Ban decided that the 8verything Card "as too costly to promote as an independent brand and joined +aster Charge >no" +asterCard?. Citiban unsuccessfully tried again in ./**B./6* to create a separate credit card brand! the Choice Card. Cohn ,. Deed "as selected C8< in ./6E! and Citi became a founding member of the C)AA, clearing house in 5ondon. 3nder his leadership! the ne%t .E years "ould see Citiban become the largest ban in the 3nited ,tates! the largest issuer of credit cards and charge cards in the "orld! and e%pand its global reach to over /; countries.96: As the ban @s e%pansion continued! the Narre =arren&Caroline ,prings credit card company "as purchased in ./6.. In ./6.! Citiban chartered a ,outh 4a ota subsidiary to ta e advantage of ne" la"s that raised the state@s ma%imum permissible interest rate on loans to 20 percent >then the highest in the nation?. In many other states! usury la"s prevented ban s from charging interest that aligned "ith the e%tremely high costs of lending money in the late ./*;s and early ./6;s! ma ing consumer lending unprofitable.

Automatic teller machines

Citiban "as one of the first 3.,. ban s to introduce automatic teller machines in the ./*;s! in order to give 2E&hour access to accounts. Customers could use their e%isting Citicard in this machine to "ithdra" cash and ma e deposits! and "ere already accustomed to using a machine "ith a card to get information that previously re'uired a teller. In April 2;;1! Citiban struc a deal "ith *&8leven to put its automated teller machine >AT+s? in more than 0!0;; convenience stores in the 3.,. In the same month! it also announced it "ould sell all of its Buffalo and Dochester Ne" -or branches and accounts to +FT Ban .

4 C ARACTERISTICS !" #A$%

&' I$TA$(I#I)ITYG A person "ho is ne" to a ban and "ants to open up an account in the ban cannot feel or taste it and ascertain "hether the ban is good or bad before opening an account. )e has to e%perience it! feel ho" the service is! ho" humbly do people or the staff members behave "ith him! is his money invested or put in a safe account or not. It is only then he "ould come to no" about the services. Financial services are generally intangible but the service providers go to considerable lengths to tangibilise the service for customers. Degular ban statements! credit cards! and insurance policy are all e%ample of the "ay in "hich the ban ing services are presented to the customer. They can enhance the image of the service and the provider can besto" status or implied benefits upon the user as "ith a gold carpet. Ahysical reminders of the service product! brand name and value serve to reassure the customer and help the ban s positioning.

*' I$C!$SISTE$CY+ This refers to variability that a company or an organiHation may depend on Inconsistency. For a ban ! a ne" customer may not get the same type of service as much as a regular customer may get. This may be the case because the staff members no" the person "ell as he comes often but they don$t no" that person "ho does not come in again and again. Also another point for inconsistency is that the service delivery by different people that is service is delivered differently from different types of people. 5i e in case of a ban ! different staff members "ould provide different services. In the ban a person may be busy and may not attend to a customer as may be a person "ith the same "or may attend to him "ith great enthusiasm. 8%ampleG ICITI BANKJ that promotes itself as Icro"n of 'uality for customer "ho is the ingJ and is an I,< /;;2 certified ban . Thus it has to have consistency and 'uality to serve its customers.

,' I$SE-ARA#I)ITYG Inseparability is that characteristics of a service indicating that it cannot be separated from creator&seller of the product. +any services are created! delivered and consumed simultaneously through interaction bet"een customers and service producers. This is a source of major limitation for the ban . But technology has in a big "ay helped the ban s to cope "ith this problem. Aroduction of services! "hen it comes to ban s can be performed in the follo"ing K "aysG >i? Co& productionG In this case both the service provider and the customer "or together to produce services. =hen a customer "ants to "ithdra" cash from the ban ing premises! then both the customer and the service provider needs to be present. >ii? Isolated productionG It is that part of service that is done outside to an organiHation. 8.g. Tele&Ban ing. >iii? ,elf ,ervice productionG In this case! the customer uses the e'uipments of the service providers and self serves it. 8g. AT+.

4' -ERIS A#I)ITYG Inventory relates to the perishable characteristics of the service mar eting. If a customer starts his day at eight in the morning and ends it at four! but if ban is open only from /G;; a.m. to .G;; p.m. in the afternoon! then one might not be able to attend it. The demand for ban ing services also fluctuates by day and hour. The day before the holiday! "ee end! most +ondays and ,aturdays! pension and salary days are heavier than normal ban ing hours. ,o service faces a lot of problem from inventory as it cannot be stored! saved and then used later.

S.!T A$A)YSIS STRE$(T S .. CITI BANK is the strongest and most venerable play on Indian mortgages over the long term. The management of the ban is termed to be one of the best in the country. 2. CITI BANK has differentiated itself from its peers "ith its diversified net"or and revamped distribution strategy K. CITI BANK has been highly proactive in passing on the cost and benefit to customers. E. Besides the core business! CITI BANK$s insurance! A+C! ban ing! BA<! and real estate private e'uity businesses are also gro"ing at a rapid pace and the estimated value of its investmentsLsubsidiaries e%plains MK;N of CITI BANK$s mar et capitaliHation. .EA%$ESSE . )igh dependence on individual loans 2. +ajor sta e held by American financial groups "hich are under stress due to economic slo"do"n. !--!RTU$ITIES .. Fast gro"ing insurance business in the country. 2. 3ntapped rural mar ets. T REATS .. 5oss of mar et share to commercial ban s and )FC$s 2. )igher than e%pected increase in funding cost K. Dis of fraud and NAA accretion due increasing in interest rates and fall in property prices is inherent to the mortgage business.

Ser/ice marketing en/ironment

Ban s safeguard money and provide loans! credit! and payment services such as chec ing accounts! debit cards! and cashier@s chec s. Ban s also may offer investment and insurance products. As a variety of models for cooperation and integration among finance industries have emerged! some of the traditional distinctions bet"een ban s! insurance companies! and securities firms have diminished. In spite of these changes! ban s continue to maintain and perform their primary roleOaccepting deposits and lending money. Goods and services. Ban ing comprises t"o partsG +onetary AuthoritiesOCentral Ban ! and 4epository Credit Intermediation. The 3.,. Federal Deserve ,ystem is the central ban of the 3nited ,tates and manages the Nation@s money supply and international reserves! holds reserve deposits of other domestic ban s and the central ban s of other countries! and issues the dollars "e use. The credit intermediation and related services industry provides ban ing services to consumers and businesses. It secures the money of depositors! provides chec ing and debit card services! and lends money to consumers and businesses through credit cards! mortgages! car loans! investment loans! and lines of credit. Industr0 organi1ation2 There are three basic types of ban sG commercial ban s! savings and loan associations! and credit unions. Although some of the differences bet"een these types of ban s have lessened! there are ey distinctions. Commercial banks! "hich dominate this industry! offer a full range of services for individuals! businesses! and governments. Commercial ban s come in a "ide range of siHes! from large global ban s to mid&siHe regional and small community ban s. In addition to typical ban ing services! global ban s lend internationally and trade foreign currencies. Degional ban s have numerous branches and automated teller machine >AT+? locations throughout a multi&state area and provide ban ing services to individuals and local businesses. Community ban s are based locally and have fe"er branches than regional or global ban s. In recent years! online ban sO"hich provide financial services entirely over the InternetOhave entered the mar et! "ith some success. )o"ever! even in Internet

ban ing distinctions have lessened as traditional ban s also offer online ban ing! and some formerly Internet&only ban s have opened branches. Savings banks and savings and loan associations3 sometimes called thrift institutions! are the second largest group of depository institutions. They "ere first established as community&based institutions to finance mortgages for people to buy homes and still cater mostly to the savings and lending needs of consumers. <ver time! distinctions bet"een savings ban s and commercial ban s have largely disappeared. Credit unions are another ind of depository institution. Credit unions are formed by people "ith a common bond! such as those "ho "or for the same company! belong to the same labor union! or live in the same county. <nly people "ho have the common bond are allo"ed to become members. 5oans and savings accounts are restricted to members. Credit unions are nonprofit organiHations that are governed by a board elected by the depositors >members?. Interest on loans is the principal source of revenue for most ban s! ma ing their various lending departments critical to their success. The commercial lending department loans money to companiesP the consumer lending department handles student loans! credit cards! personal loans! and car loansP and the mortgage lending department loans money to individuals and businesses to purchase real estate. The money ban s lend comes primarily from consumer and business deposits in chec ing! money mar et! and savings accounts and certificates of deposit. These deposits often earn interest for their o"ners! and provide o"ners "ith payment methods! such as online bill payments! chec s! and "ire transfers. 4eposits in many ban s are insured and regulated by a The financial crisis accelerated an ongoing fundamental change in the ban ing industry as ban s diversify their services to become more competitive. The financial crisis has allo"ed stronger ban s to buy other ban s and companies that provide other financial services at lo"er prices than before the crisis. ,ome other financial services that many ban s offer their customers includeG financial planning and asset management services! bro erage services! and insurance services. Ban s purchase companies that offer these services and still offer them through a subsidiary or a third party. The financial crisis also helped commercial ban s increase their share of the investment ban ing industry. Investment ban s help companies

and governments raise money through the issuance of stoc s and bonds. As ban s respond to regulatory changes and other changes driven by the financial crisis! the nature of the ban ing industry "ill continue to undergo significant change. 4 -5s .IT I2 RE"ERE$CE T! CITI #A$%

-R!6UCT

)e/els o7 ser/ice Core -roduct The basic necessity to use ban ing services in order to handle finance more efficiently E89ected -roduct Timely service 5ong ban ing hours 5o" interest rates Augmented -roduct #oods "aiting rooms 8%tensive AT+ net"or Aromotional 4iscounts -otential -roduct +obile and internet Ban ing Ne" ,chemes tailored for specific customers

Ser/ice "lo:er o7 CITI #A$%+;

II2

-RICE

The price mi% in the ban ing sector is nothing but the interest rates charged by the different ban s. In today$s competitive scenario "here customer is the ing the ban s have to charge them interest at the rate in force on accordance "ith the DBI directives. CITI BANK also compete in terms of annual fees for services lie credit cards! 4+AT etc. another important part of the ban s pricing policy today is the interest charged on the )ome 5oans and Car 5oans. =ith India$s economy progressing there are more and more buyers see ing these loans but at a very competitive interest rate. =hile framing a pricing policy different pricing methods can be usedG Value 9ricing+ This type of pricing is mainly done by CITI BANK having uni'ue or different products or schemes. They usually charge a combination of high and lo" prices depending on the

customer loyalty as "ell as the products. This type of pricing strategy is usually coupled "ith promotion programmes. Cost 9lus 9ricing+ In cost plus pricing a detailed analysis of cost structure of CITI BANK products and services is done. (oing rate 9ricing+ The most pricing techni'ue is going rate pricing. In going rate pricing the ban s bases its price largely depending on the competitor$s prices. The ban s ho"ever have to stay "ithin the DBI directives and compete. The ban s may charge higher or lo"er than their competitor Market oriented a99roachG This indicates "hat the mar et can bear or accept as in case of a corporate client "ho may not be price sensitive as against an individual client. Com9etiti/e based 9ricingG In competitive based pricing! the price is decided on the competitor$s price.

III2

-)ACE

,ome of the important factors affecting the location analysis of a CITI BANK areG Q Q Q Q Q Q Q The Trade AreaG Aopulation CharacteristicsG Commercial ,tructure Industrial ,tructure Ban ing ,tructure Aro%imity of other convenient outlets Deal 8state Dates

Q Q Q Q IV2

Aro%imity to public transportation 4ra"ing Time 5ocation of Competition (isibility

-R!M!TI!$

CITI BANK is promoted in t"o "aysG a' -ersonal 9romotionG the ban mar eters get the best opportunity to tangibiliHe the

product through personal sellingP persuasion is more effective "ith direct contact. It helps in creating impulse buying. No" a Tele&,ale is also popular. b' Im9ersonal 9romotionG i.e. ad/ertising3 9ublicit0 and sales 9romotion measures. Ban s use all types of advertisement such as ne:s9a9ers3 radio3 tele/ision3 maga1ines and hoardings. Also sales promotion devices such as -oint o7 -urchase Material! brochures and ad/ertisement s9ecialist like ball 9ens3 calendars3 dairies etc.

V2

-E!-)E

Aeople are the employees that are the service providers. In a CITI BANK the service provider plays a very important and determinant role in rendering the customers a satisfactory and a good service. It is e%tremely essential that the service provider understands "hat his customers e%pects from him. In CITI BANK the customer needs to be guided in a lot of matters "hich is possible only "ith the help of the service provider. The position in the eyes of the customer "ill be perceived by appearance! attitude and behaviour of the customer contact employees. Not only the customers contact employee influence the customers but also the customer base of the organiHation does so. VI2 - YSICA) EVI6E$CE

Ahysical evidence is the overall layout of the place. )o" the entire ban has been designed. Ahysical evidence refers to all those factors that helps ma e the process much easier and smoother. +ost of the private and foreign ban s portray a ne: :elcoming and 7riendl0 look to the customer. "lash0 che<ue books "ith the name of the account holder printed! imaginative design of the bank brochure3 statement o7 accounts "ith details of transactions are other tangible aspects.

)ogos3 s0mbols3 attracti/e brand names etc. add to the customer$s perception of service 'uality. There is an urgent need to implement technologies in order to raise productivity as "ell as to enable the ban ing system to cope "ith the increasing comple%ities of business. "or e8am9le in case of CITI #A$% portray a ne" "elcoming and friendly loo to the customers rather than drudgery ban ing counters. The physical evidence "ould be the placement of the customer service e%ecutive$s des ! or the location of the place for depositing Che'ues. It is very necessary the place is designed in such a manner so as to ensure ma%imum convenience to the customer and cause no confusion to him. VII2 -R!CESS

Moments o7 Truth+ Q Q Q Q Q Q
Q

Customer enters branch >=atchman? ,ecurity chec >,ecurity +an? In'uiry by customer >Ban er? Interaction "ith ban er >Ban er? Fills form >Ban er? Told "ill receive "elcome it >Ban er?
Customer leaves (Watchman

-R!6UCTIVITY A$6 =UA)ITY

RE)IA#I)ITY

loc ers! Transfers! che'ue drop bo%

ASSURA$CE good TA$(I#)ES EM-AT Y RES-!$SIVE$ESS

I#ood people to ban "ithJ

#ate of bldg! surrounding area! par ! car par ! =elcome 4es ! Che'ue boo s 5oss of che'ueL credit card. Turn Around time ta en to solve customer 'ueriesL complaints

MAR%ET SE(ME$TATI!$ "!R CITI #A$%

An organiHation is supposed to enter to the changing needs of customersP it is natural that all customers have their o"n li es and disli es. They have some uni'ueness "hich thro"s a big imprint on their lifestyles. This ma es the tas of understanding a bit difficult. It has the conte%t that "e go through the problem of mar et segmentation in the ban ing service. In the ban ing services! the ban ing organiHations are supposed to satisfy different types of customers living in different segments. The segmentation of mar et ma es the tas of ban professionals easier. If the mar et segmentation is done in a right fashion! the tas of satisfying the customers is simplified considerably. The modern mar eting theories advocate the formulation of mar eting policies and strategies for each segment "hich an organiHation plans to solicit. CRITERIA "!R SE(ME$TATI!$ ,egmentation in a right fashion ma es the "ay for profitable mar eting. This helps policy planners in formulating and innovating the policies and at the same time also simplifies the tas of ban ing professionals "hile formulating and innovating the strategic decision. The follo"ing criterion ma es the segmentation right. &2 EC!$!MIC SYSTEM+ An important criterion for mar et segmentation is the economic system in "hich "e find agricultural sector! industrial sector! services sector! household sector! and rural sector re'uiring the "eight age "hile segmenting. agricultural sector industrial sector services sector

*'2

!USE !)6 SE(ME$T

(E$6ER SE(ME$T

, I$STITUTI!$A) SECT!R In this sector "e find different categories of organiHations. ,ome of the organiHations are no"n as charitable organiHations! some of them are culturalL social organiHations! some of them are industrial and many of them are profit ma ing and many are philanthropic and many of them are related to trade and commerce. It is natural that the needs and re'uirements vis&R&vis the level of e%pectations can$t be identical in all cases. To satisfy and to increase the mar et share it is imperative that the ban ing organiHations are familiar "ith changing needs and re'uirements. The emerging trends in the social transformation process determine the hierarchy of needs.

USERS !" CITI #A$% The usersLcustomers continue a place of outstanding significance. The line of services! the placing and development of services! the offering of services! the pricing strategies or the interests charged for the services made available and the promotional strategies depend substantially upon the nature and type of users using the services of an organiHation. TY-ES !" USERS+ #eneral 3sersG Aersons having an account in the ban and using the ban ing facilities at the terms and conditions fi%ed by a ban . Industrial 3sersG The industrialists! entrepreneurs having an account in the ban and using the credit facilities and other services for the establishment and the e%pansion of their business. ArospectsG It is necessary to clarify the term SArospectsT$ The general industrial prospects do not use ban ing services at present but they have the potential to become a costumer if induced or motivated in a right fashion.

CUST!MER RE=UIREME$TS > CUST!MER EX-ECTATI!$S Accounts F 4eposits Ban ing should be effortless. =ith CITI BANK Ban ! the efforts are re"arding. No matter "hat a customer@s need and occupational status! "e have a range of solutions that are second to none. =hether you@re employed in a company and need a simple ,avings account or run your o"n business and re'uire a robust ban ing partner! CITI BANK not only has the perfect solution for you! but also can recommend products that can augment your planning for the future 5oans )aven@t you occasionally dreamt of buying a AC ! a car of your choice or even travelling abroadU -our dreams are no" "ithin your reach. =hatever your need! "e offer an entire range of loan products. Cards Our range of Cards helps you meet your financial objectives. So whether you are looking to add to your
buying power, conducting cashless shopping, or budgeting your expenditure, you will find a card that suits you

Investments F Insurance =hen you ban "ith us! "e ensure your money is not just in safe handsP it also "or s to your advantage. =e help you invest "isely through our financial and investment services. Arofit from our e%pertise. Fore% and Trade ,ervices Are you a fre'uent flyer for business or often holiday abroadU Are you an importerLe%porter of foreign and Indian goodsU you need to deal in foreign currency and eep tabs on e%change rates every no" and then! transfer monies to India! ma e payments etc.! CITI BANK Ban has a range of products and services that you can choose from to transact smoothly! efficiently and in a timely manner. =e offer the follo"ing Foreign 8%change Aroducts and ,ervices. Aayment ,ervices =ith CITI BANK Ban @s payment services! you can bid goodbye to 'ueues and paper "or . <ur range of payment options ma e it easy for you to pay Efor a variety of utilities and services.

-ricing 7or ser/ices

Value 9ricing+ This type of pricing is mainly done by ban s having uni'ue or different products or schemes. They usually charge a combination of high and lo" prices depending on the customer loyalty as "ell as the products. This type of pricing strategy is usually coupled "ith promotion programmes. Cost 9lus 9ricing+ In cost plus pricing a detailed analysis of cost structure of various ban products and services is done. (oing rate 9ricing+ The most pricing techni'ue is going rate pricing. In going rate pricing the ban s bases its price largely depending on the competitor$s prices. The ban s ho"ever have to stay "ithin the DBI directives and compete. The ban s may charge higher or lo"er than their competitor Market oriented a99roachG This indicates "hat the mar et can bear or accept as in case of a corporate client "ho may not be price sensitive as against an individual client. Com9etiti/e based 9ricingG In competitive based pricing! the price is decided on the competitor$s price.

Gaps model of Service

Mana ge m e nt definition of thesenee ds

1 . No prope r se rvice de sig for c!s"ome rs. # . A$se ce of C!s"ome r De fi e dS e rvice S "a dards.

2 P A G

Tra nslation into Design

For Closing GAP 3

!ecruitment of "est em#lo$ees. Develo#% train and su##ort em#lo$ees. !e&ard managers and em#lo$ees.

For Closing GAP '

(ee) in#ut from o#erations #ersonnel. (ee) in#ut from em#lo$ees on advertising. Gain Communications "et&een sales% o#erations and customers. Tiered service o#tions.

Integrated marketing communications

Integrated Marketing Communications is a term used to describe a holistic approach to mar eting communication. It aims to ensure consistency of message and the complementary use of media. The concept includes online and offline mar eting channels. <nline mar eting channels include any e&mar eting campaigns or programs! from search engine optimiHation >,8<?! pay&per&clic ! affiliate! email! banner to latest "eb related channels for "ebinar! blog! micro&blogging! D,,! podcast! and Internet T(. <ffline mar eting channels are traditional print >ne"spaper! magaHine?! mail order! public relations! industry relations! billboard! radio! and television. A company develops its integrated mar eting communication programme using all the elements of the mar eting mi% >product! price! place! and promotion?. Integrated mar eting communication is integration of all mar eting tools! approaches! and resources "ithin a company "hich ma%imiHes impact on consumer mind and "hich results into ma%imum profit at minimum cost. #enerally mar eting starts from 7+ar eting +i%7. Aromotion is one element of +ar eting +i%. Aromotional activities include Advertising>by using different medium?! sales promotion >sales and trades promotion?! and personal selling activities. It also includes internet mar eting! sponsorship mar eting! direct mar eting! database mar eting and public relations. And integration of all these promotional tools along "ith other components of mar eting mi% to gain edge over competitor is called Integrated +ar eting Communication. 3sing outside&in thin ing! Integrated +ar eting Communications is a data&driven approach that focuses on identifying consumer insights and developing a strategy "ith the right >online and offline combination? channels to forge a stronger brand&consumer relationship. This involves no"ing the right touch points to use to reach consumers and understanding ho" and "here they consume different types of media. Degression analysis and customer lifetime value are ey data elements in this approach. Integrated Marketing Communications o7 CITI #A$% include

Q Advertising Q Sales Promotion

Q Public Relations

Ser/ice #lue9rint

,ervice blueprint is a picture or map that accurately portrays the service system so that different people involved in providing it can understand and deal "ith it objectively regardless of their individual point of vie" . Aarticularly useful at design and redesign stages of service development. It provides a "ay to brea the service into logical components and to depict the steps or tas s in the processes! the means by "hich they are e%ecuted and evidence of the service as consumer e%periences it. #lue9rint com9onents Basic components of ,ervice Blueprint areG Customer actions I<nstageJ contact employee actions IBac stageJ contact employee actions ,upport processes

Ser/ice blue 9rint o7 CITI #A$%

 Customer actions+ it includes steps! choices! activities and interactions that customer performs in the process of purchasing! consuming and evaluating the service !nstage em9lo0ee actions+ steps and activities that the contact employee performs that are visible to the customer. #ackstage em9lo0ee actions+ steps and activities that occur behind the scene to support onstage activities. Su99ort 9rocessesG covers the internal services! steps and interactions that ta e place to support the contact employees in delivering the service.

MA$A(I$( .AITI$( )I$ES =aiting in lines is a part of our everyday life. =aiting in lines may be due to overcro"ded! overfilling or due to congestion. Any time there is more customer demand for a service than can be provided! a "aiting line forms. =e "ait in lines at the movie theater! at the ban for a teller! at a grocery store. =ait time is depends on the number of people "aiting before you! the number of servers serving line! and the amount of service time for each individual

customer. Customers can be either humans or an object such as customer orders to be process! a machine "aiting for repair.CITI BANK has manage there "aiting lines an maintain their functional areas very "ell. =hen contacted! CITI #A$% spo esperson said the ban had got ,8BI@s approval for investment ban ing operation a couple of "ee s ago! but refused to divulge further details. <n the other hand! as "e shall see! managers of CITI #A$% primarily reduce "aiting times by increasing capacity! "hich is itself 'uite e%pensive and "ill reduce profit. Finding a "aiting time that customers find acceptable "hile eeping utiliHation reasonably high is thus of critical operational importance but relatively unintuitive! for it turns out that average "aiting times can be 'uite long even "hen capacity is significantly greater than demand.

C3,T<+8D ,8D(IC8

=e at CITI BANK ,tandard 5ife are committed to maintaining the highest level of customer service. )ence "e have tried to provide you "ith all the information you may "ant to see regarding procedures such as paying your premium! various policy servicing options! processing a claim and so on. This section is designed to give you information that you may re'uire incase you "ish to ma e changes in Aersonal details or Aolicy details in your e%isting policy. The changes that you can avail of areG

Change in personal details Change in policy benefits <thers such as loss of policy document! policy cancellation in the Free 5oo .

KN<=584#8 C8NTD8 F<D C3,T<+8D, <ur Kno"ledge Centre "ill help you understand the basics of insurance and help you ma e an informed decision about buying a policy. It includes details on insurance concepts! helps

you analyHe plans for your various needs and understand the insurance jargon that you may

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,ome mutual fund schemes had invested in real estate entities in 2;;*&;6 and the first half of 2;;6&;/ "hen the credit ratings of these underlying entities "ere higher! but subse'uently there "as a significant deterioration in the credit 'uality for most of them. )o"ever! the credit&'uality ratings of most of the schemes continue at the same levels >highest credit 'uality? as the proportion of such "ea e%posures has been lo" in relation to the schemes A3+. Till date ICDA has revised the ratings on K mutual fund schemes on account of relatively higher e%posure to this sector. ICDA continues to closely monitor all these schemes for any recovery of the dues from the real estate e%posures. <ver the last fe" months! the absolute e%posure to the real estate segment and lo"er rated entities has been declining "hile the overall A3+ has been rising "ith the incremental investmentsOlargely in #overnment ,ecurities >#&,ecs? and highly rated Ban sOsupporting the overall credit 'uality of the ICDA&rated schemes. RE"RE$CES httpGLL""".thehindubusinessline.comLi"L2;.;L;0L;/LstoriesL2;.;;0;/0;66..;;.htm httpGLL""".valuenotes.comL rcLmay2.;..aspUArtCdV2*2.6FCatVCFIdVK0*

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 httpGLL""".bignerds.comLpapersL....0L#ap&Analysis&Intersect&InvestmentsL

httpGLL""".google.co.inLWhlVenF'V+ANA#IN#X"aitingXlinesXinXCITI BANKFa'VfFa'iVFa'lVFo'VFgsYrfaiVFfpV*b;.c6d/fKbKc1aa httpGLL""".mccombs.ute%as.eduLfacultyLmanLandersoneLcoursesLopsYcoreYcourseL'Y note.pdf