A PROJECT REPORT ON “A STUDY REPORT ON CRM IN AXIS BANK” SUBMITTED IN FULFILMENT OF REQUIREMENT FOR THE AWARD OF DEGREE OF MASTERS OF COMMERCE IN BANKING AND FINANCE SUBMITTED BY MS. SAILEE TUSHAR BHOLE ROLL NO. 03 MCOM (BANKING FINANCE! PART " PROJECT GUIDE PROF. PROF. DR.M#$.SMITA DR.M#$ .SMITA BHIDE SUBMITTED TO UNI%ERSITY OF MUMBAI ("0&'&)! %PM*S K. G.JOSHI COLLEGE OF ARTS N.G. BEDEKAR COLLEGE OF COMMERCE
DECLARATION I, Sailee Tushar Bhole a student of K.G. Joshi College of Arts & N.G. Bedekar College of M.Com in Banking and
INA INANC NC! !
"#A$ "#A$T T % her here'( e'( de)l de)lar are e that that
)om+leted this +roe)t on
I ha*e ha*e
+A STUDY
REPOR REPORT ON CRM IN AXIS BANK* in the a)ademi)
(ear %-/01.The information su'mitted in this +roe)t '( me is true & original to m( 'est kno2ledge.
SIGNATURE
M/S. Sailee Tushar Bhole
PLACE: DATE:
(M.Com Banking and Finance)
ACKNOWLEDGEMET
%
INA INANC NC! !
"#A$ "#A$T T % her here'( e'( de)l de)lar are e that that
)om+leted this +roe)t on
I ha*e ha*e
+A STUDY
REPOR REPORT ON CRM IN AXIS BANK* in the a)ademi)
(ear %-/01.The information su'mitted in this +roe)t '( me is true & original to m( 'est kno2ledge.
SIGNATURE
M/S. Sailee Tushar Bhole
PLACE: DATE:
(M.Com Banking and Finance)
ACKNOWLEDGEMET
%
It is a matter of +restige to 'e a'le to su'mit the +roe)t on
+A STUDY REPORT ON CRM IN
AXI AX IS BANK BA NK *In the a)ademi) (ear %-30/.The +roe)t
is re4uired to 'e done for the +artial ful5llment of the )our )ourse se of stud studie ies. s. I 2oul 2ould d tak take this this o++o o++ort rtun unit it( ( to thank m( guide at Joshi0Bedekar College of Arts and Commer) Commer)e, e, #rof #rof.. DR.MRS DR.MRS SMITA SMITA BHIDE BHIDE for o6ering me 2ith the the ne) ne)ess essar( gui guidan) dan)e e re4ui 4uired for the +roe)t. I am grateful to the #rin)i+al 7r. Mrs. SUCHTIRA NAIK & the )o0ordinat )o0ordinator or #rof #rof D. M. M,#-$/1# for their su++ort. I 2ould also like to thank the li'rar( sta6 of the )ollege for +ro*iding me 2ith the ne)essar( 'ooks & referen)es for the )om+letion of the +roe)t.
TABLE OF CONTENT. C/12# & INTRODUCTION TO BANKING. 8
CHAPTER " INTRODUCTION TO CRM. 2.1 Introduction to CRM 2.2Characteristics o CRM 2.!CRM Focus on the Relationshi" 2.#CRM and Communication 2.$Beneit o %ecti&e CRM 2.'T"es o CRM
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CHAPTER 3 AXIS BANK !.1Introduction !.2istor !.!*"eration !.#Ser&ice !.$Initiati&es !.'+,+R-S !.'+,+R-S +- R%C*ITI*S R%C* ITI*S !.0BR+- +MB+SS+R-*R +MB+SS+R-*R !.ISTI +- S+R%*-I !.3%M4*5%%S !.16B7SI%SS *8%R8I%,
• • • • • • • • • •
CHAPTER 4 CRM IN AXIS BANK. •
9. INT$:7;CTI:N
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9.% C$M ST$AT!GI!S AT A
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#.! IM4%M%TI CRM +T +9IS
CHAPTER 5.REASEARCH METHODOLOGY •
3.INT$:7;CTI:N
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$:2*B;%CTI8% *F T% ST7-5 $.!SC*4% *F T% ST7-5 $.#IMIT+TI*S *F T% ST7-5 $.$C*%CTI* *F T% -+T+
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EXECUTI%E SUMMARY
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9
CHAPTER6 &
INTRODUCTION TO BANKING INTRODUCTION6
A 7189 is a 5nan)ial intermediar( that a))e+ts de+osits and )hannels those de+osits into lending a)ti*ities, either dire)tl( '( loaning or indire)tl( through )a+ital markets. A 'ank links together )ustomers that ha*e )a+ital de5)its and )ustomers 2ith )a+ital sur+luses. 7ue to their im+ortan)e in the 5nan)ial s(stem and in=uen)e on national e)onomies, 'anks are highl( regulated in most )ountries. Most nations ha*e institutionali>ed a s(stem kno2n as fra)tional reser*e 'anking, under 2hi)h 'anks hold li4uid assets e4ual to onl( a +ortion of their )urrent lia'ilities. In addition to other regulations intended to ensure li4uidit(, 'anks are generall( su'e)t to minimum )a+ital re4uirements 'ased on an international set of )a+ital standards, kno2n as the Basel A))ords. Banking in its modern sense e*ol*ed in the 9th )entur( in the ri)h )ities of $enaissan)e Ital( 'ut in man( 2a(s 2as a )ontinuation of ideas and )on)e+ts of )redit and lending that had its roots in the an)ient 2orld. In the histor( of 'anking, a num'er of 'anking d(nasties?nota'l( the Medi)is, the uggers, the @elsers, the Beren'ergs, and the $oths)hilds ?ha*e +la(ed a )entral role o*er man( )enturies. The oldest eisting retail 'ank is Monte dei#as)hi di Siena, 2hile the oldest eisting mer)hant 'ank is Beren'erg Bank. MEANING6
Bank is an institute 2hi)h deals in mone( and )redit. It a))e+ts de+osits from the +u'li) and grants loan and ad*an)es to those 2ho are in need of fund for *arious +ur+ose. Banks en)ourage sa*ings ha'it among indi*iduals and there'( makes fund a*aila'le for their use as and 2hen re4uire. Banks also hel+s in 3
nation de*elo+ment '( +ro*iding )redit to farmers, small s)ale industr( and self em+lo(ee +eo+le as 2ell as to large 'usiness houses 2hi)h lead to 'alan)ed e)onomi) de*elo+ment of the )ountr(. 7i6erent +eo+le understand the meaning of a 'ank in di6erent 2a(. or a )ommon man 'ank means a storehouse 2here mone( is stored for a 'usinessman it is a 5nan)ial institution and for a da( to da( )ustomer it is an institution 2here the )ash de+osit his sa*ings. It also hel+s to standard of li*ing of +eo+le in general '( +ro*iding loans for +ur)hase of )onsumer dura'le goods, houses, )ars, et). Banking a)ti*ities are )onsidered to 'e the life 'lood of the national e)onom(. @ithout 'anking ser*i)es, trading and 'usiness a)ti*ities )annot 'e )arried on smoothl(. Banks are the distri'utors and +rote)tors of li4uid )a+ital 2hi)h is *ital signi5)an)e to a de*elo+ing )ountr(. !D)ient administration of the 'anking s(stem hel+s in the e)onomi) gro2th of the nation. FUNCTIONS OF BANKS.
/
CHAPTER6 "
INTRODUCTION TO CRM
C:88$6 1
• • • • • •
Introduction to CRM Characteristics o CRM CRM Focus on the Relationshi" CRM and Communication Beneit o %ecti&e CRM T"es o CRM
E
CHAPTER ".& INTRODUCTION.
INTRODUCTION6
the a''re*iation CRM is for ;ustomer #elationshi+
e, automate and s(n)hroni>e sales, marketing, )ustomer ser*i)e, and te)hni)al su++ort. @ith ra+id glo'ali>ation of 'usiness and +rodu)t or ser*i)e di6erentiation 'e)oming less rele*ant and )om+etiti*e )ustomer relationshi+ no2 is ke( ena'ler for mo*ing 'usiness ahead. Customer relationshi+ has 'e)ome a fa)tor of )om+etiti*e ad*antage. DEFINATION OF CRM6
technolog to o"timi>e the relation o an organi>ation ?ith all t"es customer.@ e and satis customer kno?ing their needs and "reerences.@ In simple words:
FC$M is a )om+rehensi*e a++roa)h for )reating maintaining and e+anding )ustomer relationshi+. The goal of C$M is to o+timi>e Customer satisfa)tion and re*enue through relationshi+ 'uilt 2ith +otential )urrent )ustomer a)ross the 'usiness fun)tions. Customer $elationshi+ Management )on)erns the relationshi+ 'et2een the organi>ation and its )ustomers. Customers are the life'lood of an( organi>ation 'e it a glo'al )or+oration 2ith H
thousands of em+lo(ees and a multi0'illion turno*er, or a sole trader 2ith a handful of regular )ustomers. Customer $elationshi+ Management is the same in +rin)i+le for these t2o eam+les 0 it is the s)o+e of C$M 2hi)h )an *ar( drasti)all(.
CHAPTER "." CHARACTERISTICS OF CRM
@ell0designed C$M in)ludes the follo2ing )hara)teristi)s . $elationshi+ management is a )ustomer0oriented feature 2ith ser*i)e res+onse 'ased on )ustomer in+ut, one0to0 one solutions to )ustomers re4uirements, dire)t online )ommuni)ations 2ith )ustomer and )ustomer ser*i)e )enters that hel+ )ustomers sol*e their 4uestions. %. Sales for)e automation. This fun)tion )an im+lement sales +romotion anal(sis, automate tra)king of a )lients a))ount histor( for re+eated sales or future sales, and also )o0ordinate sales, marketing, )all0)enters, and retail outlets in order to reali>e the sales for)e automation. 8. ;se of te)hnolog(. This feature is a'out follo2ing the te)hnolog( trend and skills of *alue deli*ering using te)hnolog( to make Fu+0to0the0se)ond )ustomer data a*aila'le. It a++lies data 2arehouse te)hnolog( in order to aggregate transa)tion information, to merge the information 2ith C$M solutions, and to +ro*ide K#I "ke( +erforman)e indi)ators. 9. :++ortunit( management. This feature hel+s the )om+an( to manage un+redi)ta'le gro2th and demand and im+lement a good fore)asting model to integrate sales histor( 2ith sales +roe)tions
TODAY=S CRM SOFTWARE6
C$M soft2are is designed to hel+ 'usinesses meet the o*erall -
goals of )ustomer relationshi+ management. Toda(s C$M soft2are is highl( s)ala'le and )ustomi>a'le, allo2ing 'usinesses to gain a)tiona'le )ustomer insights 2ith 'a)k0end anal(ti)al, *ie2 'usiness o++ortunities 2ith +redi)ti*e anal(ti)s, streamline o+erations and +ersonali>e )ustomer ser*i)e 'ased on the )ustomers kno2n histor( and +rior intera)tions 2ith (our 'usiness. C$M soft2are is )ommonl( used to manage a 'usiness0 )ustomer relationshi+ ho2e*er C$M soft2are s(stems are also used in the same 2a( to manage 'usiness )onta)ts, )lients, )ontra)t 2ins and sales leads.
CRM F:;,$$ :8 / R>1?:8$/?26
Su))essful organi>ations use three ste+s to 'uild )ustomer relationshi+s •
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determine mutuall( satisf(ing goals 'et2een organi>ation and )ustomers esta'lish and maintain )ustomer ra++ort +rodu)e +ositi*e feelings in the organi>ation and the )ustomers
C$!AT! A 7ATA BAS!
ANALSIS
C;ST:M!$ S!!CTI:N
C;ST:M!$
TA$G!TING
$!ATI:NSII# MA$K!TING
#$IACL ISS;!S
M!T$ICS
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CRM 18- COMMUNICATION6 Communi)ation is )entral to an( su))essful relationshi+. In terms of Customer $elationshi+ Management, )ommuni)ation needs to 'e )onsistent and high 4ualit( as determined '( •
on time
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fo)used %
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rele*ant
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relia'le
•
)oherent
Im+ortantl( also, :# ;? ;:<<,8?;1?:8$ ?=$ / <$$1@ 18<18?8@ /1 ?$ #;?- /1 ;:,8$ , irres+e)ti*e of 2hat the )ommuni)ator thinks the(*e said, or 2ritten. Communi)ations must 'e udged most *itall( '( the rea)tion of the re)ei*er. If the rea)tion is not good then the )ommuni)ation is +oor. The information )ontained in a C$M s(stem allo2s )ommuni)ation to 'e dire)ted at the )orre)t audien)e, in the )orre)t 2a(. The )ommuni)ation s(stem must also en)ourage and fa)ilitate honest and a)tiona'le feed'a)k. eed'a)k from )ustomers 0es+e)iall( )om+laints 0is essential for good organi>ational +erforman)e and ongoing de*elo+ment. Most organi>ations a*oid, dis)ourage and hide from )om+laints. 7ont. Com+laints are free guidan)e for im+ro*ing (our 4ualit(, and free o++ortunities to in)rease )ustomer lo(alt(.
C,$:<# S@<81?:8 S#1@6 !6e)ti*e 'usiness de*elo+ment strategies most often 'egin 2ith )ustomer segmentation. T(+i)all( for de*elo+ing )ustomer segmentation, +ro5ta'le )ustomers and non0)ustomers 2ith similar )hara)teristi)s are grou+ed. These )hara)teristi)s in)lude demogra+hi) as 2ell as e)onomi) attri'utes 2hi)h dri*es their +ur)hasing +o2er.
B,?>-?8@ 7>:;9$ : 18 ;? ;,$:<# $@<81?:8 $#1@6 The strateg( grid 2ill hel+ (ou in making strategi) de)isions for ea)h of (our )ustomer segments •
•
Go 0 2hen (our strength in a )ustomer segment is strong and the segment is attra)ti*e. Kee+ 0 2hen (our strength is strong 'ut the attra)ti*eness of the segment is lo2.
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In*estigate 0 if the segment is attra)ti*e 'ut (our strength is lo2.
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7ro+ 0 if 'oth segment attra)ti*eness and (our strength are lo2.
o2e*er, organi>ations must 5gure out the most rele*ant )hara)teristi)s for their gro2th. 7i6erent )ustomer segments res+ond to di6erent *alue +ro+ositions and re4uire di6erent strategi) a++roa)hes. @hen +ro+erl( used, segmentation hel+s (ou allo)ate resour)es throughout all le*els of (our organi>ation to )reate a *alue +ro+osition that uni4uel( ser*es (our target )ustomer grou+s.
K B8$ •
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Targeting Identif(ing those )ustomers most likel( to +ur)hase and 'e)ome (our most +ro5ta'le a))ounts. Messaging Creating uni4ue messaging, marketingO sales )hannels and )onta)t )aden)e for ea)h uni4ue )ustomer segment. o(alt( & $etention o)using on (our most lo(al )ustomers and the dri*ers of )ustomer retention and rene2al '( )ustomer segment. Net ogi)al #ur)hase #redi)ting 'oth 2hat and 2hen )ustomers 2ill +ur)hase net 0 and esta'lishing timed )am+aigns to inter)e+t that +ur)hase. ;+0sellOCross0Sell ;nderstanding 2hi)h o6erings are most likel( to dri*e follo2 on +ur)hase and e+and share of 2allet.
!6e)ti*e segmentation dri*es re*enue gro2th through in)reased a'ilit( to meet )ustomers demands. Its greatest im+a)t is on the to+ line, gro2ing 9
the num'er of )ustomers, the amount of sales +er )ustomer and lifetime *alue of the )ustomer.
CHAPTER ".3 BENEFIT OF EFFECTI%E CRM.
There are signi5)ant 'usiness 'ene5ts 2hi)h a))rue from an e6e)ti*e, integrated Customer $elationshi+ Management a++roa)h. These in)lude
B e n e it
Increase c u s to m e r re&enue
) ig h e r close rate
R educe %"ens es
T h e r e are s i g n i5 )ant 'nu nse I cs r ei a e sds ' ee5 mean rk t s h tas res 2 h i) h a))ru e fro m a n e 6 e ) t i *e, integr a t e d C u s t o m e r $elati o i+ Mnaskh in g M caa n lla g m Ce en t ee r mno tr e +i re o ea +i c nt a)h. T h e s e in)lud e I o
Im " ro & ed ser&ice: lo(alt(: and retentio n Im " ro & e " r o d u c t i & it( A " r o i t a = ilit( - is c o & e ring n e? c u s to m e rs
C R M
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redu)ed )osts, 'e)ause the right things are 'eing done "i.e., e6e)ti*e and eD)ient o+eration in)reased )ustomer satisfa)tion, 'e)ause the( are getting ea)tl( 2hat the( 2ant "i.e., e)eeding e+e)tations ensuring that the fo)us of the organi>ation is eternal 3
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gro2th in num'ers of )ustomers Maimi>ation of o++ortunities "e.g. in)reased ser*i)es, referrals, et). in)reased a))ess to a sour)e of market and )om+etitor information
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highlighting +oor o+erational +ro)esses
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long term +ro5ta'ilit( and sustaina'ilit(
or2ard thinking organi>ations understand the *ital need to maintain a strategi) fo)us on C$M and to resour)e and manage it a++ro+riatel(. CRM S:1# S:>,?:8$ 18- ICT (?8:#<1?:8 18- ;:<<,8?;1?:8$ ;/8:>:@!6
Soft2are and ICT +la( a signi5)ant +art in ena'ling an e6e)ti*e C$M )a+a'ilit(, es+e)iall( in large organi>ations. There are man( and *arious s(stems a*aila'le, and it is im+ortant to ha*e a )lear idea of (our re4uirements during the soft2are solution sele)tion +ro)ess, 2hi)h for most organi>ations 2ill also in*ol*e the sele)tion of ICT ser*i)e +ro*ider too, sin)e an( soft2are solution, for all 'ut *er( small )om+anies, generall( re4uires su++ort for s+e)if(ing, im+lementation, training and maintenan)e. Sie'el, Sage "2ho no2 +ro*ide the 2ell0kno2n A))+a) and ACTP C$M solutions, and ront $ange "2hose +rodu)t is Goldmine are all signi5)ant and +ro*en C$M soft2are +rodu)ts )om+anies. There are man( others, and *er( man( more ICT ser*i)e +ro*iders through 2hom distri'ution and su++ort is normall( arranged. As 2ith an( ICT +roe)t, ensure (ou 2ork 2ith relia'le and kno2ledgea'le ad*isors, 2ith a))ess to )ost0e6e)ti*e +ro*en solutions, 2hi)h )an hel+ (ou to 'uild and im+lement an /
e6e)ti*e C$M soft2are and ICT )a+a'ilit(.
CHAPTER ".4 TYPES OF CRM There are *arious t(+es of C$M a++li)a'le as +er se)tor needs
SA!S INT!IG!NC ! C$M
CAM#AIGN MANAG!M!N T
ANALTICA C$M
:#!$ATI:NA C$M
C:AB:$ATI K! C$M
TL#!S : C$M
G!:G$A#IC C$M
1. Operational CR: *"erational CRM 4ro&ides su""ort to <ront oice@ =usiness "rocesses. The
1
o"erational a""lication o CRM ena=les eecti&e interaction ?ith customers. For this "ur"ose &arious tools are used. The contact histor "ro&ides sta mem=ers ?ith immediate access to im"ortant inormation on the customer ("roduct o?ned: "rior su""ort calls etc.): eliminating the need to indi&iduall o=tain this inormation directl rom the customer. !. Anal"ti#al CR: This is a CRM t"e that maintains the analsis and o"erations o an organi>ational =ackoice. ere: the sales are not done directl to the customers. This t"e is made in a mode to anal>e criticall the inormation: the demogra"hics and anthing else relating to the customers. The sole aim o analtical CRM to?ards the organi>ation is de&elo"ing: su""orting and enhancing the decisionmaking in the organi>ation. It esta=lishes the "o?erul "atterns and orecasts in the clientsD inormation and data collected rom dierent o"erational CRM sstems.
E
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$eat%res o& anal"ti#al CR -e"loing and im"lementing the outcome to im"ro&e the eecti&eness
•
o CRM sstems and "rocesses: and enhance relationshi"s and customer interaction. +nal>ing: determining and de&elo"ing com"rehensi&e rules and
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methods to le&el and o"timi>e the customer relationshi". etting the entire im"ortant customerDs inormation rom dierent channels and sources.
'. Sales Intelli(en#e CR: Sales intelligence (SI) reers to technologies: a""lications and "ractices or the collection: integration: analsis: and "resentation o inormation to hel" sales"eo"le kee" u" to date ?ith clients: "ros"ect data and dri&e =usiness. Sales intelligence CRM is similar to +naltical CRM: =ut is intended as a more direct sales tool. It is oriented to sales sta. ). Campai(n mana(ement: Cam"aign management com=ines element o o"erational and analtical CRM. Cam"aign management unctions su""ort de&elo"ment o eicient marketing Cam"aigns. *. Colla+orati,e CR: +nother orm o CRM is called Colla=orati&e CRM: a highl eecti&e method o communication as it co&ers direct interaction ?ith customers including eed=ack and issue re"orting. Interaction can take "lace through ?e= "ages: email and +utomated 8oice Res"onse.Colla=orati&e CRM is an a""roach to customer relationshi" management (CRM) in ?hich the &arious de"artments o a com"an: such as sales: technical su""ort: and marketing: share an inormation the collect rom interactions ?ith customers. -. Geo(rapi# CR: eogra"hic CRM (CRM)com=ines geogra"hic inormation sstem and traditional CRM. eogra"hic data can =e analsed to "ro&ide a sna"shot o "otential customer in a region or to "lan routes or customer &isits.
C/12# ".5 T/ S8 S2$ : CRM S,;;$$ H
C:<<,8?;1 / ?$?:8 : CRM
The C$M *ision di)tates 2hat should 'e done to generate a uni4ue C$M e+erien)e and 'e dee+l( engra*ed in the )ulture of deli*ering it at all tou)h +oints, )onsistentl(. Communi)ating the *ision of C$M e6e)ti*el(, hen)e, ensures that e*er(one kno2 the *alue deri*ed from C$M solution. :rgani>ations must use multi+le )hannels to ensure this message is )learl( understood. The )onsistent =o2 of information also ensures this for ne2 mem'ers in the organi>ation. C$M solutions are eD)ien)( tools instead of monitoring tool. Management team must )onsistentl( dri*e the )ommuni)ation instead of indi*idual teams. C#1 1 =C:# T1<=
Mem'ers from a)ross fun)tional roles should share in+uts from all )ustomer tou)h +oints and )ustomer fa)ing teams. To ensure user friendliness and real0time data, di6erent roles 2ill 'e re4uired to guarantee )oordination, integration and data migration for a true )ustomer *ie2. !nlisting the )orre)t +erson from ea)h fun)tional role 2ill ensure a))ounta'ilit( and a))ura)( of rele*ant information. Most e+erien)ed )onsultants re)ommend the Core Team should )onsist of si mem'ers. !le)ting a mem'er of the to+ management as +art of the )ore team 2ill ensure the )orre)t 'usiness goals are in)or+orated and en)ourage others to )ontri'ute their o+inions. ield le*el sta6 2ho 2ill 'e using the C$M need to 'e re+resented, this 2ill assist in )reating user friendl( interfa)es to )a+ture all rele*ant )ustomer information. In+uts related to inter0de+artmental )oordination, mandator( information and re+orting re4uirements from middle and senior le*el management 2ill ensure )redi'ilit( for )ustomer information, dash'oards and anal(ti)s. C:8@,# / $$< ;:##;>
In*ol*e all stakeholders in the re4uirement stud( and kee+ them in the loo+ for related de)isions and )on5gurations.Identif( QC$M )a+tainsQ in e*er( de+artment to )ollate information and do not ignore their feed'a)k. An information o*erload should 'e a*oided initiall(, +hantom strategies 2ill lead to ineD)ien)t use of +rodu)ti*e time. @hat 2orks for the to+ management is not al2a(s rele*ant for other users and should 'e in)or+orated after )areful thought. Interfa)es 2ith terminolog( that is not understood '( *arious users 2ill lead to lo2 user ado+tion. Also, interfa)es that are time )onsuming to u+load or a))ess information 2ill frustrate users and )ustomers +ut on hold. U8-#$18- / $19/:>-#$= <:?1?:8$ %-
Clearl( e+lain the 'ene5ts of the C$M im+lementation in relation to ea)h role and s+e)i5) teams. Moti*ated users are more +rone to using the s(stem than those 2ho are for)ed.
CHAPTER6 3
INTRODUCTION TO AXIS BANK
C:88$6 • • • • • • • • • •
Introduction istor *"eration Ser&ice Initiati&es +,+R-S +- R%C*ITI*S BR+- +MB+SS+R-*R ISTI +- S+R%*-I %M4*5%%S B7SI%SS *8%R8I%,
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INTRODUCTION A?$ B189 L?
Ais Bank 'egan its o+erations in &4, after the Go*ernment of India allo2ed ne2 +ri*ate 'anks to 'e esta'lished. The Bank 2as +romoted in &3 ointl( '( the Administrator of the ;nit Trust of India ";TI0I, ife Insuran)e Cor+oration of India "IC, General Insuran)e Cor+oration td., National Insuran)e Com+an( td., The Ne2 India Assuran)e Com+an(, The :riental Insuran)e Cor+oration and ;nited India Insuran)e Com+an(. The ;nit Trust of India holds a s+e)ial +osition in the Indian )a+ital markets and has +romoted man( leading 5nan)ial institutions in the )ountr(. Ais Bank "erst2hile ;TI Bank o+ened its registered oD)e in Ahmeda'ad and )or+orate oD)e in Mum'ai in 7e)em'er HH8. The 5rst 'ran)h 2as inaugurated on % A+ril HH9 in Ahmeda'ad '( 7r. Manmohan Singh, the then inan)e Minister of India. T#1-- 1$ I8-,$# F:,8-H1-,1##$ K 2:2>
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BSE6 53""&5 LSE6AXBC NSE6 AXISBANK Banking, inan)ial Ser*i)es HH9 "as ;TI Bank Mum'ai, Maharashtra, India 7r. Sani*Misra ")hiarman Shikha Sharma "M7 & C!: Credit )ards, )onsumer 'anking, )or+orate 'anking, inan)e and insuran)e, in*estment 'anking, mortgage loans, #ri*ate 'anking, #ri*ate e4uit(, @ealth management %%
R8, O2#1?8@ I8;:< N I8;:< T:1> A$$$ E<2>:$ OPERATIONS.
89- 'illion ";S R3./ 'illion "%-% H9 'illion ";S R./ 'illion"%-% 3% 'illion ";S RE/- million"%-% 8.9 trillion ";S R3/ 'illion"%-% 9%,9%-":n 8 stMar)h %-9
I8-?18 B,$?8$$ As on 80Mar0%-9, the Bank had a net2ork of %9-%
'ran)hes and etension )ounters and %H%% ATMs. Ais Bank has
the largest ATM net2ork among +ri*ate 'anks in Indiaand it o+erates an ATM at one of the 2orlds highest sites at Thegu, Sikkim at a height of 9,-%8 meters "8,%-- ft a'o*e sea le*el. I8#81?:81> B,$?8$$ The Bank has se*en international oD)es 2ith 'ran)hesatSinga+ore, ongKong, 7u'ai "at the 7IC, Shanghai and Colom'o and re+resentati*e oD)es at 7u'ai and A'u 7ha'i, 2hi)h fo)us on )or+orate lending, trade 5nan)e, s(ndi)ation, in*estment 'anking and lia'ilit( 'usinesses. In addition to the a'o*e, the Bank has a +resen)e in ;K 2ith its 2holl( o2ned su'sidiar( Ais Bank ;K imited. SER%ICE6
Ais Bank o+erates segments Treasur( o+erations, $etail 'anking, Cor+orateO@holesale 'anking and 'usiness.
in other
four 'anking
Treas%r" operationsE The BankDs treasur o"eration ser&ices include
in&estments in so&ereign and cor"orate de=t: euit and mutual unds: trading o"erations: deri&ati&e trading and oreign echange o"erations on the account: and or customers and central unding.
Retail +an/in(E In the retail =anking categor: the =ank oers ser&ices
such as lending to indi&iduals/small =usinesses su=Gect to the orientation: "roduct and granularit criterion: along ?ith lia=ilit "roducts: card ser&ices: Internet =anking: automated teller machines (+TM) ser&ices: de"ositor: inancial ad&isor ser&ices: and onresident Indian (RI) ser&ices. %8
Corporate0wolesale +an/in(E The Bank oers to cor"orate and other
organi>ations ser&ices including cor"orate relationshi" not included under retail =anking: cor"orate ad&isor ser&ices: "lacements and sndication: management o "u=lic issues: "roGect a""raisals: ca"ital market related ser&ices and cash management ser&ices.
NRI ser,i#esE 4roducts and ser&ices or RIs that acilitate in&estments
in India.
%siness +an/in(E The Bank acce"ts income and other direct taes
through its 21# authori>ed =ranches at 1!0 locations and central ecise and ser&ice taes (including e4aments) through $' authori>ed =ranches at 1# locations.
In,estment +an/in(E BankDs In&estment Banking =usiness com"rises
acti&ities related to %uit Ca"ital Markets: Mergers and +cuisitions and 4ri&ate %uit +d&isor. The =ank is a S%BIregistered Categor I Merchant Banker and has =een acti&e in ad&ising Indian com"anies in raising euit through I4*s: HI4s: and Rights issues etc. -uring the inancial ear ended !1 March 2612: +is Bank undertook 3 transactions including $ I4*s and 2 *"en *ers.
Lendin( to small and medi%m enterprises E +is Bank SM% =usiness is
segmented in three grou"sE Small %nter"rises: Medium %nter"rises and Su""l Chain Finance. 7nder the Small Business rou" a su=grou" or inancing micro enter"rises is also set u".+is =ank is the irst Indian Bank ha&ing TC-C cards in 11 currencies.
A(ri#%lt%re +an/in(E 0$3 =ranches o the Bank "ro&ide =anking
ser&ices: including agricultural loans: to armers. +s on !1 March 261!: the BankDs outstanding loans in the agricultural sector ?as IR 1# =illion: constituting 0.$ o its total ad&ances.
INITIATI%ES6
Te %siness Ga%ra, SE Awards E In 2611J12: +is Bank set u" '
SM% centers and SM% cells each across the countr: taking the total num=er to !2 SM% Centers. The Bank also organi>ed the KBusiness %9
aura& SM% +?ardsK in association ?ith -un A Bradstreet to recogni>e and a?ard achie&ements in the SM% s"ace.
$inan#ial in#l%sion E Till March 2612: the Bank had o"ened o&er #.#
million o Frills accounts in o&er 0'60 &illages through a net?ork o 1$ Business Corres"ondents and nearl '666 customer ser&ice "oints. +is Bank has a strong "resence in %lectronic Beneit Transer (%BT) and has co&ered '66 &illages across 13 districts and 3 states till date ?ith o&er !.0 million =eneiciaries.
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Ais Bank laun)hed Mo'ile Banking A++ %.- for its retail resident Indian )ustomers the 5rst of its kind in India, 2hi)h o6ers a high le*el of +ersonali>ation. The A++ has 'een laun)hed in +artnershi+ 2ith Tagit, a leading Singa+ore mo'ile solutions )om+an(. The ne2 a++li)ation uses Tagits mo'ilit( solution +latform that ena'les Banking on0the0go. Ais Bank 0 ISIC ore Card for students, is the 5rst +hoto Tra*el Curren)( Card a*aila'le in ;S7, !uro, GB# and A;7 )urren)ies. It )an 'e used a)ross 89 million mer)hant lo)ations and at o*er % million MasterCard ATMs glo'all(. Ais Bank has +artnered 2ith isa to laun)h eKLC "ele)troni) Kno2 (our )ustomer fa)ilit(, 5rst organi>ation in India to introdu)e Biometri)s 'ased KLC, o6ering )on*enien)e, s+eed and ease to Aadhaar0registered indi*iduals to o+en 'ank a))ounts.
AWARDS AND RECOGNITIONS6 •
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Bank of the Lear Mone( Toda( #CI A2ards %-%8 Best Bank CNBC0TE Indias Best Bank and inan)ial Institution A2ards %-% Best Bank $unner0u+ :utlook Mone( A2ards %-% %3
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Consistent #erformer in Indias Best Banks %-% sur*e( '( Business Toda( and K#MG astest Gro2ing arge Bank 7un & Bradstreet #olaris inan)ial Te)hnolog( Banking A2ards %-% astest Gro2ing arge Bank Business 2orld Best Banks Sur*e( %-% Best 7omesti) Bond ouse The Asset Tri+le A Countr( A2ards %-% India Bond ouse of the (ear I$ ASIA Countr( A2ards %-% 7eal Maker of the Lear in $u+ee Bonds Business 2orld Magna A2ards Indias Best 7eal Makers %-% The Best !merging Bullion 7ealing International Gold Con*ention0%-0%
Bank
Hth
India
Best A)4uiring Institution in South Asia isa !A7!$ A2ard at isas %-% A#C!M!A Se)urit( Summit, Bali Gold Shield for !)ellen)e in inan)ial $e+orting in the #ri*ate Banks )ategor( %-% from Institute of Chartered A))ountants of India RAND AASSARDOR: -ee"ika 4adukone: a ?ellkno?n Boll?ood +ctress ?as a""ointed as the
=rand am=assador or +is Bank LISTING AND S2ARE2OLDING: +is Banks euit shares are listed
on
the Bom=a
Stock
%change and ational Stock %change o India. The com"anKs glo=al de"ositor recei"ts (-Rs) are listed on the ondon Stock %change. The Bonds issued = the Bank under the MT "rogrammed are listed on the Singa"ore Stock %change. +s on !1 -ecem=er 261!: the "romoters 7TI: IC and IC held a""ro. %/
!# o the shares in +is Bank. Foreign Institutional in&estors (FII) held a""ro. #! o the shares. Remaining 2! o the shares are held = others.
EMPLOYEES6
As on 8 Mar)h %-8, Ais Bank had 81,H- em+lo(ees, out of 2hi)h 1,1 em+lo(ees 2ere 2omen "H. The 'ank in)urred IN$ %/.1 'illion on em+lo(ee 'ene5ts during the L %-%0 8.The a*erage age of an Ais Bank em+lo(ee is %H (ears. The attrition rate in Ais Bank is a++ro. H +er (ear. C:#2:#1 $:;?1> #$2:8$?7?>? •
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A?$ B189 F:,8-1?:8 Ais 'ank has set u+ this trust in %--/ and su++orts su++lementar( edu)ation. Ais Bank )ontri'utes u+ to +er)ent of its net +ro5t annuall( to *arious so)ial initiati*es undertaken '( this foundation. 7uring the (ear %-%, the foundation has +artnered 2ith 8/ NG:s for edu)ating o*er a lakh under+ri*ileged and s+e)ial kids in 8 states. G#8 B189?8@ The re)()ling initiati*e under the Green Banking 'anner has hel+ed the 'ank +rodu)ti*el( use around %31% kilograms of dr( 2aste during the (ear. The Ais Banks )or+orate oD)e in Mum'ai is designed and )onstru)ted as a #latinum !!70Certi5ed Green Building.
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CORPORATE PRO$IL: +is Bank is the third largest "ri&ate sector =ank in India. +is Bank
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oers the entire s"ectrum o inancial ser&ices to customer segments co&ering arge and MidCor"orate: MSM%: +griculture and Retail Businesses. The Bank has a large oot"rint o 2#62 domestic =ranches (including etension counters) and 12:322 +TMs s"read across the countr as on !1st March 261#. The o&erseas o"erations o the Bank are s"read o&er its se&en international oices ?ith =ranches at Singa"ore: ong Long: -IFC (-u=ai International Financial Centre): Colom=o and Shanghai and re"resentati&e oices at -u=ai and +=u -ha=i. -uring the ear: the Bank has u"graded its re"resentati&e oice in Shanghai: China to a =ranch to %1
=ecome the irst Indian "ri&ate sector =ank to set u" a =ranch in China. -uring the ear: the BankDs o&erseas su=sidiar namel +is Bank 7L td. commenced =anking o"erations. USINESS O3ER3IE4: +n o&er&ie? o &arious =usiness segments RETAIL AN5ING The Bank aims to increase its share in the inancial ser&ices sector = continuing to =uild a strong retail ranchise. The segment continues to =e one o the ke dri&ers o the BankDs gro?th strateg: encom"assing a ?ide range o "roducts deli&ered through multi"le channels to customers. The Bank oers a com"lete suite o "roducts across de"osits: loans: in&estment solutions: "aments and cards and is committed to de&elo"ing longterm relationshi"s ?ith its customers = "ro&iding highualit ser&ices.
BUSINESS BANKING
Business Banking o6ers transa)tional 'anking ser*i)es, le*eraging u+on the Banks net2ork and te)hnolog(. Its initiati*es fo)us on +ro)urement of lo20)ost funds '( o6ering a range of )urrent a))ount +rodu)ts and )ash management solutions a)ross all 'usiness segments )o*ering )or+orate, institutions, )entral and state go*ernment ministries and undertakings as 2ell as small and retail 'usiness )ustomers. #rodu)t o6erings of this 'usiness segment aim at +ro*iding )ustomi>ed transa)tional 'anking solutions to ful5ll )ustomers 'usiness re4uirement. Cross0sell of transa)tional 'anking +rodu)ts, +rodu)t inno*ation and a )ustomer0)entri) a++roa)h ha*e su))eeded in gro2ing )urrent a))ount 'alan)es and reali>ation of transa)tion 'anking fees. As on 8st Mar)h %-8, 'alan)es in )urrent a))ounts in)reased '( %.33 and stood at $s. 9E,8%% )rores )om+ared to $s. 8H,139 )rores last (ear. :n a dail( a*erage 'asis, )urrent a))ounts 'alan)es gre2 '( 9.18 to $s. %E,/HE )rores )om+ared to $s. %1,9-8 )rores last (ear.
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INTERNATIONAL BANKING6
The international o+erations of the Bank ha*e generall( )atered to Indian )or+orate 2ho ha*e e+anded their 'usiness o*erseas. The o*erseas net2ork of the Bank )urrentl( s+ans the maor 5nan)ial hu's in Asia. The Bank no2 has a foreign net2ork of four 'ran)hes at Singa+ore, ong Kong, 7IC07u'ai and Colom'o "Sri anka, and three re+resentati*e oD)es at Shanghai, 7u'ai and A'u 7ha'i, 'esides strategi) allian)es 2ith 'anks and e)hange houses in the Gulf Co0o+eration Coun)il "GCC )ountries. @hile 'ran)hes at Singa+ore, ong Kong, 7IC07u'ai and Colom'o ena'le the Bank to +artner 2ith Indian )or+orate doing 'usiness glo'all( and +rimaril( o6er )or+orate 'anking, trade 5nan)e, treasur( and risk management solutions, the Bank also o6ers retail lia'ilit( +rodu)ts from its 'ran)hes at ong Kong and Colom'o. The re+resentati*e oD)es and strategi) allian)es 2ith 'anks and e)hange houses in the GCC )ountries )ater to the large Indian 7ias+ora and +romote the Banks N$I +rodu)ts. @ith management of li4uidit( 'eing a maor )hallenge in the +resent glo'al markets, the Bank )ons)iousl( restrained its asset gro2th at the o*erseas )enters to re+ort an asset si>e of ;S7 /.E9 'illion as at 8st Mar)h %-8 *is0U0*is ;S7 /.83 'illion as at 8st Mar)h %-%. urther, intera)tions are also in +rogress 2ith China Banking $egulator( Commission "CB$C for u+grade of the Shanghai $e+resentati*e :D)e into a 'ran)h. AGRICULTURE6
The Bank has identi5ed agri)ultural lending as an area of +otential gro2th and o6ers a di*erse range of lending solutions to the farming )lientele and other stakeholders in the agri)ulture *alue )hain. A)ti*it( and geogra+h( s+e)i5) +rodu)ts and +rodu)t *ariants 2ere introdu)ed to e6e)ti*el( rea)h out to the *arious *alue0)hain +arti)i+ants and to meet their )redit re4uirements. In order to +ro*ide a strategi) fo)us to agri)ultural lending, the Bank has ado+ted a )luster0)entri) a++roa)h for agri)ultural lending in areas 2here the Bank %H
'elie*es agri)ulture is intensi*e and 2here a +otential market eists. The 'usiness ar)hite)ture for agri)ulture 'usiness is de)entrali>ed 2ith Agri)ulture Business Centers "ABCs at *arious lo)ations a)ross the )ountr( s+earheading the 'usiness. To in)rease the fo)us on un'anked and under 'anked areas, 8 ne2 ABCs 2ere formed during the (ear at Gu2ahati "Assam, Bhu'anes2ar ":disha and #atna "Bihar. The 'ran)hes and agri)ulture )lusters follo2 a hu'0and0s+oke model 2ith 'ran)hes 'eing the sole tou)h +oint for farmers. As of 8st Mar)h %-8, the agri)ulture 'usiness is o+erated through 13H 'ran)hes atta)hed to H8 agri)ultural )lusters, 2hi)h are )ontrolled '( %- ABCs. To a)hie*e the o'e)ti*es of in)reasing the 'usiness rea)h, )onsistent gro2th of +ortfolio and maintaining 4ualit( of assets, 'usiness, )redit, o+erations and )olle)tions fun)tions in this 'usiness are handled inde+endentl(. FINANCIAL INCLUSION6
The Bank regards 5nan)ial in)lusion not merel( as a )or+orate so)ial res+onsi'ilit( initiati*e 'ut as an integral )om+onent of its rural strateg(. The 5nan)ial in)lusion initiati*es of the Bank are aimed at ena'ling )ustomers in rural markets to use formal 'anking )hannels for their 'anking needs su)h as sa*ings, +a(ments, )redit and insuran)e. A+art from sa*ings, +a(ments are the maor re4uirement of su)h )ustomers due to migration of 2orkfor)e. The Bank o6ers no0frills a))ounts, tailor0made 5ed de+osits and re)urring de+osit +rodu)ts to meet the sa*ings re4uirements of )ustomers. As on 8st Mar)h %-8, the Bank had o+ened /./ lakh no0frills a))ounts )o*ering 9%,88E *illages. The Bank has 'een in the forefront of se*eral inno*ations in this s+a)e. It has tied0u+ 2ith leading tele)om )om+anies to +ro*ide sa*ings and remittan)e fa)ilities using the mo'ile +hone and their distri'ution outlets in ke( domesti) +a(ment )orridors. The Bank is also a leading +la(er in the remittan)e market, ena'ling migrant 2orkers in ur'an areas remit mone( to their 8-
families in the hinterland. The Bank endea*ours to meet the entire set of 5nan)ial needs of its )ustomers, in)luding mi)ro0 lending, VChhota0de+osits and mi)ro0insuran)e "under life and general insuran)e )ategories. The Bank also a)ti*el( +arti)i+ates in ele)troni)Odire)t 'ene5t transfer for dis'ursal of 'ene5ts under *arious go*ernment s)hemes using smart )ards and 'iometri) authenti)ation te)hnolog(. The Bank has made signi5)ant in*estments in te)hnolog(, and is integrated 2ith the Aadhar +latform through N#CI to ena'le transfer of Aadhar 'ased so)ial 2elfare 'ene5ts. The Bank has laun)hed se*eral +rogrammers to deli*er mi)ro0 loans to rural )ustomers through its 'usiness )orres+ondents in Tamil Nadu, Bihar and Madh(a #radesh. It has also tied u+ 2ith leading )or+orate to deli*er )redit to their end )onsumers through their rural su++l( )hain +artners.
HUMAN RESOURCES6
The uman $esour)es "$ fun)tion is instrumental in )reating and de*elo+ing human )a+ital in alignment 2ith the Banks *ision. Talent Management 2ith +arti)ular fo)us on grooming future leaders, learning and de*elo+ment and em+lo(ee engagement ha*e 'een the ke( fo)us areas in the Banks $ o'e)ti*es. The Bank has 'uilt a learning infrastru)ture to ensure a*aila'ilit( of skilled and em+o2ered 2orkfor)e. The earning Ma+s aligned to the o*erall de*elo+ment +lan of em+lo(ees are designed to fa)ilitate learning +ro)ess a)ross all le*els through a 'lended learning a++roa)h of )lassroom +rogrammer, eternal +rogrammer, )erti5)ation +rogrammer as 2ell as e0 learning modules. The Bank also )reates alternate talent +i+elines '( entering into arrangements 2ith Training and !du)ation Institutes and )ontinues to maintain a strong em+lo(er 'rand in the 5nan)ial ser*i)es se)tor es+e)iall( on 8
the )am+uses of the +remier 'usiness s)hools of the )ountr(. A+art from ha*ing a strong +resen)e in the talent market, the Bank also 'elie*es in maintaining a strong image internall( '( kee+ing its 2orkfor)e engaged at all le*els. Ais eadershi+ #ra)ti)es "A#s are de5ned for em+lo(ees at di6erent le*els of the hierar)h( to +romote desired 'eha*ior and to fa)ilitate an o'e)ti*e assessment. The A#s form a frame2ork for all the +eo+le +ro)esses in the Bank. These are an integral +art of +ro)esses like Talent A)4uisition, #erforman)e Management S(stem, #romotion, Talent A++re)iation, eadershi+ 7e*elo+ment and eed'a)k. The Bank has +artnered 2ith the 'est in )lass leadershi+ trainers of the )ountr( to +ro*ide ke( +osition holders and unit heads the fundamentals of managing self and team leadershi+ though a series of VIns+ired eadershi+ 2orksho+s. The Bank has also laun)hed an in0house multi0rater feed'a)k tool VA# Com+ass 'ased on the Ais eadershi+ #ra)ti)es. The strength of the 2orkfor)e 2as 81,H- at the end of the (ear as )om+ared to 8,18E last (ear. A (oung 2orkfor)e 2ith an a*erage age of %H (ears and the Banks +oli)( of 'eing an e4ual o++ortunit( em+lo(er )ontinues to signi5)antl( )ontri'ute to2ards emergen)e of the Ais Bank 'rand. The Bank ins+ires e*er(one to e)el and )ontri'ute to, irres+e)ti*e of gender, ra)e or age, and this e)hoes in all $ initiati*es undertaken. The Bank is also a so)iall( res+onsi'le em+lo(er. A+art from housing its o2n NG: VAis Bank oundation, the Bank has +artnered 2ith Tea)h for India for +romoting the no'le o'e)ti*e of +ro*iding edu)ation to under+ri*ileged )hildren. The Bank )ontinues to stri*e to2ards reali>ation of its *ision of 'eing the +referred 5nan)ial ser*i)e +ro*ider e)elling in )ustomer deli*er( through insight, em+o2ered em+lo(ees and smart use of te)hnolog(. CORPORATE SOCIAL RESPONSIBILITY (CSR!6
As an integral +art of so)iet(, the Bank is a2are of its )or+orate 8%
so)ial res+onsi'ilities and has 'een engaged in )ommunit( and so)ial in*estments. or this +ur+ose, the Bank has set u+ a Trust the Ais Bank oundation "AB to )hannel its +hilanthro+i) initiati*es. The oundation has )ommitted itself to +arti)i+ate in *arious so)iall( rele*ant endea*ours 2ith a s+e)ial fo)us on +ro*iding sustaina'le li*elihoods, +o*ert( alle*iation, edu)ation of the under+ri*ileged, health)are et). The Bank has de)ided to )ontri'ute u+ to one +er)ent of its net +ro5t annuall( to the oundation under its CS$ initiati*es. The oundation is )onstantl( engaged in identif(ing the right target grou+ and ensuring that su++ort rea)hes the ultimate 'ene5)iar(. #resentl(, the oundation is running 9- +rograms a)ross /8 distri)ts in H states, targeting 1, %1,-3H 'ene5)iaries. The oundation has 'een +ro*iding su++ort to *arious initiati*es in edu)ation, targeting under+ri*ileged )hildren. #resentl(, %8 +rograms are running in the 5eld of edu)ation )o*ering 88 distri)ts in 8 states +romoting su++lementar( edu)ation, edu)ation for the mentall(O+h(si)all( )hallenged, hearing im+aired, *isuall( )hallenged et). 7uring the (ear, the oundation has dis'ursed $s /.%8 )rores for *arious edu)ation +rograms. The oundation also 2orks for +ro*iding high2a( trauma )are and rural medi)al relief. The oundation has 'een 2orking 2ith ifeline oundation sin)e %--1 for su++orting the high2a( res)ue +roe)ts in the states of Maharashtra, Kerala, Guarat and $aasthan. It has +ro*ided aid to around 1,3-)riti)al a))ident *i)tims and more than 3,--- minor a))ident *i)tims. The oundation aims to +ro*ide one million li*elihoods to the under+ri*ileged in some of the most 'a)k2ard regions of the )ountr( '( %-1, 3- of the 'ene5)iaries 'eing 2omen. The oundation has so far +artnered 2ith 1 NG:s to +ro*ide sustaina'le li*elihoods and has laun)hed +roe)ts in +artnershi+ 2ith these NG:s in the states of @est Bengal, :disha, Tamil Nadu, Maharashtra, Jharkhand, Chhattisgarh, Bihar, ;ttar #radesh and Madh(a #radesh. These +rograms aim at alle*iating +o*ert( and hel+ in +ro*iding sustaina'le li*elihood 88
o+tions. #resentl(, 1 +rograms are running in the 5eld of li*elihood )o*ering 8/ distri)ts in 1 states. 7uring the (ear, an amount of $s 8.-H )rores 2as dis'ursed to2ards *arious li*elihood +rograms. The oundation is also a)ti*el( in*ol*ed in im+lementing se*eral initiati*es in Green Banking. In line 2ith the Banks initiati*e in Green Banking 2ith the theme of V$edu)e, $euse and $e)()le, the oundation has initiated the +ro)ess of )olle)ting all the dr( 2aste, generated in the Cor+orate :D)e and se*enteen oD)es of the Bank in Mum'ai and re)()les it into note'ooks, note+ads and en*elo+es. This initiati*e 2as laun)hed in August %-, has hel+ed re)()le around E1,%-/ kilograms sin)e in)e+tion. The oundation also has an :D)er !ngagement #rogram, 2hi)h en)ourages oD)ers of the Bank to get in*ol*ed in *arious *olunteering a)ti*ities. The Bank laun)hed an em+lo(ee +a(roll +rogram titled VAis Cares. As on 8st Mar)h %-8, 1,3%9 oD)ers of the Bank ha*e enrolled for Ais Cares 2ith a monthl( )olle)tion of $s. 9./9 lakh. The funds )olle)ted under this initiati*e are utili>ed for the +rograms of the oundation and the details of utili>ation are shared 2ith the oD)ers e*er( month. ;nder the aegis of VBasket of o+e, the oundation organi>es )olle)tion dri*es for )lothes, 'ooks and to(s for distri'ution to the need(. The oundation has also laun)hed a ne2 initiati*e titled VGift of ife. 7uring the (ear, %1 'lood donation dri*es ha*e 'een organi>ed a)ross the )ountr(, through 2hi)h ,H89 units of 'lood has 'een )olle)ted. !hi'itions of *arious NG:s are held at the Cor+orate :D)e and other oD)es of the Bank, to +ro*ide a +latform to these NG:s for ehi'iting their +rodu)ts and +o+ulari>e their 2ork. Condu)ting the ehi'itions has also +romoted *olunteering among our oD)ers 2ith NG: +artners. 7uring the 5nan)ial (ear, 3/ su)h ehi'itions ha*e 'een organi>ed 2hi)h has hel+ed these NG:s to generate sales o*er $s. 9.9- lakh.
89
CHAPTER6 4
CRM IN AXIS C:88$6 •
INT$:7;CTI:N
•
C$M ST$AT!GI!S AT A
•
IM4%M%TI CRM +T +9IS
•
83
INTRODUCTION6 the a''re*iation for ;ustomer #elationshi+
C$M at Ais in*ol*es in)reased )ommuni)ation 'et2een the 'ank and its +resent and +ros+e)ti*e )ustomers. Its +hiloso+h( fo)uses on ea)h and e*er( )ustomers satisfa)tion. C$M fa)ilitated )oordination of multi+le 'usiness fun)tions & multi+le )hannel of )ommuni)ation 2ith the )ustomers to )arr( out )ustomer management more eD)ientl(. It also automated the +ro)ess =o2 tra)king in the +rodu)t sales +ro)ess and hel+ed generate )ustomi>ed re+orts and +romote )ross0selling.
8/
CRM STRATEGIES IN AXIS IN MULUND BRANCH (FINDINGS THROUGH EMPLOYEES OF THE BANK!6 1. C%stomer #are department or #enters: The +is customer care de"artment is the de"artment ?hich handles all customer ueries: suggestions: eed=ack and com"laints i an. Customers can also ind out all the ne?l introduced inancial "roducts and ser&ices = calling here. The +is customer care centers are s"read across the countr in "laces like -elhi: urgaon: Mum=ai: Bangalore: +hmada=ad: Chennai: 4une: dera=ad: Lolkata: etc. This de"artment ?orks in a 2#0 ?ork en&ironment so that the customers can contact the =ank at an time in case o an "ro=lem. !. A6is C%stomer Care Pone N%m+er: The customer care num=ers o +is can "ro&ide great hel" to the users as the can enuire a=out their "ro=lems rom the customer care de"artment. +lso +is ensures that there is a&aila=ilit o ?ell ualiied "roessionals in order to satis customers and gi&e a""ro"riate solutions to their ueries. '. A6is C%stomer Care Toll $ree N%m+er: The
0E--0-803311 This num'er remains a toll free num'er if )onta)ted from an(2here in India from a MTN or a BSN landline +hone. NRI pone customer care toll ree num=ers o the +is or ost Credit Cards areE
0E--0%8803311 0E--0%-H03311 ). +an/in( ser,i#e: RI / *ther customers can access ser&ices o "hone =anking rom outside India = dialing 31 22 20'#666.
*. lo#/in( o& de+it #ards:
81
For =locking o -e=it cards or "re"aid cards: the 2# hour emergenc num=er is 31 22 '030066 -. A6is #%stomer #are SS Ser,i#e: *ne can also send them an SMS on their num=er $'0'02 or 3010666662. The customer care eecuti&e o the =ank ?ould either call ou u" or re"l our uer. 7. A6is C%stomer Care e8mail Ser,i#e:
Conta)t )ustomer.ser*i)esWais'ank.)om ,for Credit Card $elated issues Conta)t de'it.)ardWais'ank.)om ,for 7e'it Card $elated 4ueries Conta)t mo'ile.'ankingWais'ank.)om ,for Mo'ile Banking 4ueries Conta)t nri)ellWais'ank.)om for N$I $elated 4ueries.
IMPLEMENTING CRM AT AXIS6
The ke( to im+lementing C$M 2as in understanding organi>ation and )ustomers in a 'etter 2a(. There are 5*e interrelated areas that 2ere taken )are of 'efore im+lementing C$M 0
Business Focus *rgani>ational Structure Business Metrics Marketing Focus and Technolog
B,$?8$$ F:;,$6 There are *arious )om+onents of C$M like )ustomer information, sales, marketing trends and marketing eD)a)( that a)ted in tandem to im+ro*e relationshi+ 'et2een Aed them 2hile dealing 2ith )ustomers at these *er( tou)h +oints. A C$M solution from Sie'el 2as im+lemented for the automation of )ustomer handling in all ke( retail +rodu)ts of the Grou+. The solution allo2s )ustomer ser*i)e agents to tra)k all )ustomer )om+laints and re4uests. It also allo2s target setting and )entrali>ed tra)king of turnaround times for re4uest ful5llment. The solution 2ent li*e in +hases during 5s)al %--%. The Bank has also undertaken a retail data 2arehouse initiati*e to a)hie*e )ustomer integration at the 'a)k0oD)e. This )entral 8E
*ie2 of the total )ustomer relationshi+ is 'eing used etensi*el( for identif(ing o++ortunities to )ross0sell ne2 +rodu)ts and ser*i)es to the eisting )ustomer 'ase. T;/8:>:@ F:;,$6 Aes enhan)ed le*el of )ustomer ser*i)es through %91 a*aila'ilit(, multi0)hannel 'anking and straight through +ro)essing, and )ost eD)ien)( through o+timal use of ele)troni) )hannels, 2ider and fo)used market rea)h and o++ortunities for )ross0selling. The Te)hnolog( Management Grou+ "TMG is the fo)al +oint for the Aed that the 'ank needed a more +o2erful, so+histi)ated data integration s(stem to hel+ ensure the 2arehouse li*ed u+ to its +otential as an anal(ti) C$M engine that deli*ered tangi'le 'ottom0line results. To ste+ u+ to the net le*el of data integration, A
The net ste+ in the C$M im+lementation +ro)ess 2as ga+ anal(sis 2hi)h essentiall( is assessing di6erent loo+holes in 0
Marketing: sales and ser&ice "ractices J Collection: ca"ture: "rocessing and de"loment o customer inormation
7istri'ution and o+erations e6e)ti*eness at )ustomer tou)h +oints.9
C/12# 56
RESEARCH METHODOLOGY
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INTRODUCTION6
C$M is a managerial +hiloso+h( that seeks to 'uild long term relationshi+s 2ith )ustomers. C$M )an 'e de5ned as the de*elo+ment and maintenan)e of mutuall( 'ene5)ial long0term relationshi+s 2ith strategi)all( signi5)ant )ustomers. It is the esta'lishment, de*elo+ment, maintenan)e and o+timi>ation of long term mutuall( *alua'le relationshi+s 'et2een )onsumers and the organi>ations. Su))essful )ustomer relationshi+ management fo)uses on understanding the needs and desires of the )ustomers and is a)hie*ed '( +la)ing these needs at the heart of the 'usiness '( integrating them 2ith the organi>ations strateg(, +eo+le, te)hnolog( and 'usiness +ro)esses. C$M identi5es the +resent and future markets, sele)ts the markets to ser*e and identi5es the +rogress of eisting and ne2 ser*i)es. The C$M is a ne2 te)hni4ue in marketing 2here the Ais 'ank tries to de*elo+ long term relationshi+ 2ith the )ustomers to de*elo+ them as lifetime )ustomers. Ais 'ank aims to make the )ustomer )lim' u+ the ladder of lo(alt(. The 'ank 5rst tries to determine 2ho is likel( +ros+e)ts i.e. The +eo+le 2ho ha*e a strong +otential interest in the +rodu)t O ser*i)e and a'ilit( to +a( for it. The 'ank ho+es to )on*ert man( of its 4uali5ed +ros+e)t into 5rst time )ustomers and then to )on*ert those 5rst time )ustomers into $e+eat )ustomers. Thus in C$M the ke( +erforman)e 5gure is not ust )urrent market share 'ut share of life time *alue '( )on*erting )ustomers into +artners. In C$M the )om+an( tries to identif( that small +er)entage of ke( a))ount holders 2hose )ontri'ution to the )om+an( 9
re*enues is high. So from this +oint of *ie2, C$M is also kno2n as K!L ACC:;NTMANAG!M!NT. OBJECTI%E OF THE STUDY6
To eamine the im"ortance o CRM in =anking sector. To understand the use o CRM in +is Bank. To understand the customer acuisition and retention strategies ollo?ed
= +is Bank. To anal>e the "erce"tion o customer as ?ell as em"loee on CRM as a
tool o +is Bank. To e&aluate the ser&ice ualit oered = +is Bank To oer "ertinent suggestions =ased on the indings o the stud. Carr out customer satisaction sur&e to ind out "ros"ecti&e o the customer to?ards the inancial ser&ices.
COLLECTION OF THE DATA6 7ata )olle)tion is the +ro)ess of gathering and measuring information on *aria'les of interest, in an esta'lished s(stemati) fashion that ena'les one to ans2er stated resear)h 4uestions, test h(+otheses, and e*aluate out)omes. The data )olle)tion )om+onent of resear)h is )ommon to all 5elds of stud( in)luding +h(si)al and so)ial s)ien)es, humanities, 'usiness, et). @hile methods *ar( '( dis)i+line, the em+hasis on ensuring a))urate and honest )olle)tion remains the same. There are t2o t(+es of data. •
4rimar dataE 4rimar data is that data ?hich is collected or the irst time. These data are =asicall o=ser&ed and collected = the researcher or the irst time. Researcher used "rimar data or m "roGect ?ork. +n ad&antage o using "rimar data is that researchers are collecting inormation or the s"eciic "ur"oses o their stud. In essence: the uestions the researchers ask are tailored to elicit the data that ?ill hel" them ?ith their stud. Researchers collect the data themsel&es: using sur&es: inter&ie?s and direct o=ser&ations (such as o=ser&ing saet "ractices on a sho" loor).
•
Secondar dataE
Se)ondar( data are those data 2hi)h are +rimaril( )olle)ted '( the other +erson for his o2n +ur+ose and no2 2e use these for our +ur+ose se)ondl(. Se)ondar( data tends to 'e readil( a*aila'le and ine+ensi*e to o'tain. In addition, se)ondar( data )an 'e eamined o*er a longer +eriod of time. @ith a )om'ination of these t2o data sour)es, the resear)hers 2ere a'le to determine 2hi)h fa)tors +redi)ted a shorter 2ork a'sen)e among inured 2orkers. This information 2as shared 2ith return0to0 9%
2ork +rofessionals to hel+ im+ro*e return to 2ork for other inured 2orkers.
ANALYSIS AND INTERPRETATION6
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EXECUTI%E SUMMARY The aim of the 'anks is to +ro*ide state0of0the0art, lo2 )ost and eD)ient 'anking ser*i)es, 2ith a fo)us on in)reasing fee0'ased in)ome. Ne2 inno*ati*e +rodu)ts are 'een o6ered, e*en a small in*estor is a'le to in*est in su)h +rodu)ts. Indias 5nan)ial ser*i)es se)tor is e+e)ted eno( generall( strong gro2th during )oming (ears, dri*en '( rising +ersonal in)omes, 5nan)ial se)tor li'erali>ation and the gro2th of a more )onsumer oriented, )redit0oriented )ulture. This is e+e)ted to lead to in)reasing demand for 5nan)ial +rodu)ts, in)luding )onsumer loans as 2ell as in*estment +rodu)ts. Banks are the inan)ial Institution 2hi)h satis5es the indi*idual & 99
