Project report on_idbi_bank

www.readymadeproject.com
www.programmer2programmer.net
A Project Report On
A project study on “The environmental factors responsible
for IDBI Bank’s performance”
Submitted by:
XXXXXX XXXXXXX
XXXXX University, Mumbai
MBA in Banking (Finance)
1

2

Acknowledgement
To acknowledge all the persons who had helped for the fulfillment of the project is
not possible for any researcher but in spite of all that it becomes the foremost
responsibility of the researcher and also the part of research ethics to acknowledge
those who had played a great role for the completion of the project.
So in the same sequence at very first, I would like to acknowledge my parents
because of whom I got the existence in the world for the inception and the
conception of this project. Later on I would like to confer the flower of
acknowledgement to Ms. XXXXX XXXXX and other faculty members who taught
me that how to do project through appropriate tools and techniques. Because IDBI
bank has trusted me and given me a chance to do my integrated research study, I
would like to give thanks to the organization and especially to Mr. XXXXX XXXXX
from the depth of my heart.
Rest all those people who helped me are not only matter of acknowledgment but
also authorized for sharing my success.
3

Preface
Decision making is a fundamental part of the research process. Decisions
regarding that what you want to do, how you want to do, what tools and
techniques must be used for the successful completion of the project. In fact it is
the researcher’s efficiency as a decision maker that makes project fruitful for
those who concern to the area of study.
Basically when we are playing with computer in every part of life, I used it in my
project not for the ease of my but for the ease of result explanation to those who
will read this project. The project presents the role of financial system in life of
persons.
I had toiled to achieve the goals desired. Being a neophyte in this highly
competitive world of business, I had come across several difficulties to make the
objectives a reality. I am presenting this hand carved efforts in black and white. If
anywhere something is found not in tandem to the theme then you are welcome
with your valuable suggestions.
4

Table of content
Certificate of the company
Acknowledge
Preface
Chapter 1 :- Introduction: Executive summary of the project
Chapter 2 :- Industry Introduction & IDBI Bank
IndustryIintroduction
IDBI Bank: All About
Industry/Bank performance
Correlation between Industry and IDBI bank’s
movement
Chapter 3 :-Research Methodology
Objective of the study
Scope of the study
Tools & techniques used
Applied principles and concepts
Sources of primary and secondary data
Data collection
Statistical analysis
Theoretical interpretations
Findings
5

Chapter 4 :- Conclusions and Recommendations
Appendix 1: Questionnaire
Appendix 2: Reference material
6

Introduction: Executive summary of the project
Executive Summary
Banking Industry which is basically my concern industry around which my
project has to be revolved is really a very complex industry. And to work for this
was really a complex and hectic task and few times I felt so frustrated that I thought
to left the project and go for any new industry and new project. Challenges which I
faced while doing this project were following-
- Banking sector was quite similar in offering and products and because of that
it was very difficult to discriminate between our product and products of the
competitors.
- Target customers and respondents were too busy persons that to get their
time and view for specific questions was very difficult.
- Sensitivity of the industry was also a very frequent factor which was very
important to measure correctly.
- Area covered for the project while doing job also was very large and it was
very difficult to correlate two different customers/respondents views in a
one.
- Every financial customer has his/her own need and according to the
requirements of the customer product customization was not possible.
So above challenges some time forced me to leave the project but any how I did my
project in all circumstances. Basically in this project I analyzed that-
7
Chapter 1

What factors are really responsible for performance of IDBI Bank’s performance in
this competitive era.
8

Chapter 1
Industry status & IDBI Bank’s interface
Industry introduction
The Indian Banking industry, which is governed by the Banking Regulation Act of
India, 1949 can be broadly classified into two major categories, non-scheduled
banks and scheduled banks. Scheduled banks comprise commercial banks and the
co-operative banks. In terms of ownership, commercial banks can be further
grouped into nationalized banks, the State Bank of India and its group banks,
regional rural banks and private sector banks (the old/ new domestic and foreign).
These banks have over 67,000 branches spread across the country in every city and
villages of all nook and corners of the land.
The first phase of financial reforms resulted in the nationalization of 14 major banks
in 1969 and resulted in a shift from Class banking to Mass banking. This in turn
resulted in a significant growth in the geographical coverage of banks. Every bank
had to earmark a minimum percentage of their loan portfolio to sectors identified as
“priority sectors”. The manufacturing sector also grew during the 1970s in protected
environs and the banking sector was a critical source. The next wave of reforms saw
the nationalization of 6 more commercial banks in 1980. Since then the number of
scheduled commercial banks increased four-fold and the number of bank branches
increased eight-fold. And that was not the limit of growth.
9
Chapter 2

After the second phase of financial sector reforms and liberalization of the sector in
the early nineties, the Public Sector Banks (PSB) s found it extremely difficult to
compete with the new private sector banks and the foreign banks. The new private
sector banks first made their appearance after the guidelines permitting them were
issued in January 1993. Eight new private sector banks are presently in operation.
These banks due to their late start have access to state-of-the-art technology, which
in turn helps them to save on manpower costs.
During the year 2000, the State Bank Of India (SBI) and its 7 associates accounted
for a 25 percent share in deposits and 28.1 percent share in credit. The 20
nationalized banks accounted for 53.2 percent of the deposits and 47.5 percent of
credit during the same period. The share of foreign banks (numbering 42), regional
rural banks and other scheduled commercial banks accounted for 5.7 percent, 3.9
percent and 12.2 percent respectively in deposits and 8.41 percent, 3.14 percent and
12.85 percent respectively in credit during the year 2000.about the detail of the
current scenario we will go through the trends in modern economy of the country.
Current Scenario:
The industry is currently in a transition phase. On the one hand, the PSBs, which are
the mainstay of the Indian Banking system are in the process of shedding their flab
in terms of excessive manpower, excessive non Performing Assets (Npas) and
excessive governmental equity, while on the other hand the private sector banks are
10

consolidating themselves through mergers and acquisitions.
PSBs, which currently account for more than 78 percent of total banking industry
assets are saddled with NPAs (a mind-boggling Rs 830 billion in 2000), falling
revenues from traditional sources, lack of modern technology and a massive
workforce while the new private sector banks are forging ahead and rewriting the
traditional banking business model by way of their
sheer innovation and service. The PSBs are of course currently working out
challenging strategies even as 20 percent of their massive employee strength has
dwindled in the wake of the successful Voluntary Retirement Schemes (VRS)
schemes.
The private players however cannot match the PSB’s great reach, great size and
access to low cost deposits. Therefore one of the means for them to combat the
PSBs has been through the merger and acquisition (M& A) route. Over the last two
years, the industry has witnessed several such instances. For instance, HDFC Bank’s
merger with Times Bank Icici Bank’s acquisition of ITC Classic, Anagram Finance
and Bank of Madurai. Centurion Bank, Indusind Bank, Bank of Punjab, Vysya Bank
are said to be on the lookout. The UTI bank- Global Trust Bank merger however
opened a pandora’s box and brought about the realization that all was not well in the
functioning of many of the private sector banks.
11

Private sector Banks have pioneered internet banking, phone banking, anywhere
banking, mobile banking, debit cards, Automatic Teller Machines (ATMs) and
combined various other services and integrated them into the mainstream banking
arena, while the PSBs are still grappling with disgruntled employees in the
aftermath of successful VRS schemes. Also, following India’s commitment to the W
To agreement in respect of the services sector, foreign banks, including both new
and the existing ones, have been permitted to open up to 12 branches a year with
effect from 1998-99 as against the earlier stipulation of 8 branches.
Tasks of government diluting their equity from 51 percent to 33 percent in
November 2000 has also opened up a new opportunity for the takeover of even the
PSBs. The FDI rules being more
rationalized in Q1FY02 may also pave the way for foreign banks taking the M& A
route to acquire willing Indian partners.
Meanwhile the economic and corporate sector slowdown has led to an increasing
number of banks focusing on the retail segment. Many of them are also entering the
new vistas of Insurance. Banks with their phenomenal reach and a regular interface
with the retail investor are the best placed to enter into the insurance sector. Banks
in India have been allowed to provide fee-based insurance services without risk
participation, invest in an insurance company for providing infrastructure and
services support and set up of a separate joint-venture insurance company with risk
participation.
Aggregate Performance of the Banking Industry
12

Aggregate deposits of scheduled commercial banks increased at a compounded
annual average growth rate (Cagr) of 17.8 percent during 1969-99, while bank credit
expanded at a Cagr of 16.3 percent per annum. Banks’ investments in government
and other approved securities recorded a Cagr of 18.8 percent per annum during the
same period.
In FY01 the economic slowdown resulted in a Gross Domestic Product (GDP)
growth of only 6.0 percent as against the previous year’s 6.4 percent. The WPI
Index (a measure of inflation) increased by 7.1 percent as against 3.3 percent in
FY00. Similarly, money supply (M3) grew by around 16.2 percent as against 14.6
percent a year ago.
The growth in aggregate deposits of the scheduled commercial banks at 15.4 percent
in FY01 percent was lower than that of 19.3 percent in the previous year, while the
growth in credit by
SCBs slowed down to 15.6 percent in FY01 against 23 percent a year ago.
The industrial slowdown also affected the earnings of listed banks. The net profits of
20 listed banks dropped by 34.43 percent in the quarter ended March 2001. Net
profits grew by 40.75 percent in the first quarter of 2000-2001, but dropped to 4.56
percent in the fourth quarter of 2000-2001.
On the Capital Adequacy Ratio (CAR) front while most banks managed to fulfill the
norms, it was a feat achieved with its own share of difficulties. The CAR, which at
present is 9.0 percent, is likely to be hiked to 12.0 percent by the year 2004 based on
13

the Basle Committee recommendations. Any bank that wishes to grow its assets
needs to also shore up its capital at the same time so that its capital as a percentage
of the risk-weighted assets is maintained at the stipulated rate. While the IPO route
was a much-fancied one in the early ‘90s, the current scenario doesn’t look too
attractive for bank majors.
Consequently, banks have been forced to explore other avenues to shore up their
capital base. While some are wooing foreign partners to add to the capital others are
employing the M& A route. Many are also going in for right issues at prices
considerably lower than the market prices to woo the investors.
Interest Rate Scene
The two years, post the East Asian crises in 1997-98 saw a climb in the global
interest rates. It was only in the later half of FY01 that the US Fed cut interest rates.
India has however
remained more or less insulated. The past 2 years in our country was characterized
by a mounting intention of the Reserve Bank Of India (RBI) to steadily reduce
interest rates resulting in a narrowing differential between global and domestic rates.
The RBI has been affecting bank rate and CRR cuts at regular intervals to improve
liquidity and reduce rates. The only exception was in July 2000 when the RBI
increased the Cash Reserve Ratio (CRR) to stem the fall in the rupee against the
dollar. The steady fall in the interest rates resulted in squeezed margins for the banks
14

in general.
Governmental Policy:
After the first phase and second phase of financial reforms, in the 1980s commercial
banks began to function in a highly regulated environment, with administered
interest rate structure, quantitative restrictions on credit flows, high reserve
requirements and reservation of a significant proportion of lendable resources for
the priority and the government sectors. The restrictive regulatory norms led to the
credit rationing for the private sector and the interest rate controls led to the
unproductive use of credit and low levels of investment and growth. The resultant
‘financial repression’ led to decline in productivity and efficiency and erosion of
profitability of the banking sector in general.
This was when the need to develop a sound commercial banking system was felt.
This was worked out mainly with the help of the recommendations of the
Committee on the Financial
System (Chairman: Shri M. Narasimham), 1991. The resultant financial sector
reforms called for interest rate flexibility for banks, reduction in reserve
requirements, and a number of structural measures. Interest rates have thus been
steadily deregulated in the past few years with banks being free to fix their Prime
Lending Rates(PLRs) and deposit rates for most banking products. Credit market
reforms included introduction of new instruments of credit, changes in the credit
15

delivery system and integration of functional roles of diverse players, such as,
banks, financial institutions and non-banking financial companies (Nbfcs). Domestic
Private Sector Banks were allowed to be set up, PSBs were allowed to access the
markets to shore up their Cars.
Implications of Some Recent Policy Measures:
The allowing of PSBs to shed manpower and dilution of equity are moves that will
lend greater autonomy to the industry. In order to lend more depth to the capital
markets the RBI had in November 2000 also changed the capital market exposure
norms from 5 percent of bank’s incremental deposits of the previous year to 5
percent of the bank’s total domestic credit in the previous year. But this move did
not have the desired effect, as in, while most banks kept away almost completely
from the capital markets, a few private sector banks went overboard and exceeded
limits and indulged in dubious stock market deals. The chances of seeing banks
making a comeback to the stock markets are therefore quite unlikely in the near
future.
The move to increase Foreign Direct Investment FDI limits to 49 percent from 20
percent
during the first quarter of this fiscal came as a welcome announcement to foreign
players wanting to get a foot hold in the Indian Markets by investing in willing
Indian partners who are starved of net worth to meet CAR norms. Ceiling for FII
16

investment in companies was also increased from 24.0 percent to 49.0 percent and
have been included within the ambit of FDI investment.
IDBI bank: all about
The economic development of any country depends on the extent to which its
financial system efficiently and effectively mobilizes and allocates resources. There
are a number of banks and financial institutions that perform this function; one of
them is the development bank. Development banks are unique financial institutions
that perform the special task of fostering the development of a nation, generally not
undertaken by other banks.
Development banks are financial agencies that provide medium-and long-term
financial assistance and act as catalytic agents in promoting balanced development
of the country. They are engaged in promotion and development of industry,
agriculture, and other key sectors. They also provide development services that can
aid in the accelerated growth of an economy.
The objectives of development banks are:
To serve as an agent of development in various sectors, viz. industry, agriculture,
and international trade
To accelerate the growth of the economy
To allocate resources to high priority areas
17

To foster rapid industrialization, particularly in the private sector, so as to
provide employment opportunities as well as higher production
To develop entrepreneurial skills
To promote the development of rural areas
To finance housing, small scale industries, infrastructure, and social utilities.
In addition, they are assigned a special role in:
Planning, promoting, and developing industries to fill the gaps in industrial sector.
Coordinating the working of institutions engaged in financing, promoting or
developing industries, agriculture, or trade, rendering promotional services such as
discovering project ideas, undertaking feasibility studies, and providing technical,
financial, and managerial assistance for the implementation of projects
Industrial development bank of India
The industrial development bank of India(IDBI) was established in 1964 by
parliament as wholly owned subsidiary of reserve bank of India. In 1976, the bank’s
ownership was transferred to the government of India. It was accorded the status of
principal financial institution for coordinating the working of institutions at national
and state levels engaged in financing, promoting, and developing industries.
IDBI has provided assistance to development related projects and contributed to
building up substantial capacities in all major industries in India. IDBI has directly
or indirectly assisted all companies that are presently reckoned as major corporates
in the country. It has played a dominant role in balanced industrial development.
18

IDBI set up the small industries development bank of India (SIDBI) as wholly
owned subsidiary to cater to specific the needs of the small-scale sector.
IDBI has engineered the development of capital market through helping in setting
up of the securities exchange board of India(SEBI), National stock exchange of
India limited(NSE), credit analysis and research limited(CARE), stock holding
corporation of India limited(SHCIL), investor services of India limited(ISIL),
national securities depository limited(NSDL), and clearing corporation of India
limited(CCIL)
In 1992, IDBI accessed the domestic retail debt market for the first time by issuing
innovative bonds known as the deep discount bonds. These new bonds became
highly popular with the Indian investor.
In 1994, IDBI Act was amended to permit public ownership up to 49 per cent. In
July 1995, it raised over Rs 20 billion in its first initial public (IPO) of equity,
thereby reducing the government stake to 72.14 per cent. In June 2000, a part of
government shareholding was converted to preference capital. This capital was
redeemed in March 2001, which led to a reduction in government stake. The
government stake currently is 51 per cent.
In august 2000, IDBI became the first all India financial institution to obtain ISO
9002: 1994 certification for its treasury operations. It also became the first
organization in the Indian financial sector to obtain ISO 9001:2000 certification for
its forex services.
19

Milestones
• July 1964: Set up under an Act of Parliament as a wholly-owned subsidiary
of Reserve Bank of India.
• February 1976: Ownership transferred to Government of India. Designated
Principal Financial Institution for co-coordinating the working of institutions
at national and State levels engaged in financing, promoting and developing
industry.
• March 1982: International Finance Division of IDBI transferred to Export-
Import Bank of India, established as a wholly-owned corporation of
Government of India, under an Act of Parliament.
• April 1990: Set up Small Industries Development Bank of India (SIDBI)
under SIDBI Act as a wholly-owned subsidiary to cater to specific needs of
small-scale sector. In terms of an amendment to SIDBI Act in September
2000, IDBI divested 51% of its shareholding in SIDBI in favour of banks
and other institutions in the first phase. IDBI has subsequently divested
79.13% of its stake in its erstwhile subsidiary to date.
• January 1992: Accessed domestic retail debt market for the first time with
innovative Deep Discount Bonds; registered path-breaking success.
20

• December 1993: Set up IDBI Capital Market Services Ltd. as a wholly-
owned subsidiary to offer a broad range of financial services, including Bond
Trading, Equity Broking, Client Asset Management and Depository
Services. IDBI Capital is currently a leading Primary Dealer in the country.
• September 1994: Set up IDBI Bank Ltd. in association with SIDBI as a
private sector commercial bank subsidiary, a sequel to RBI's policy of
opening up domestic banking sector to private participation as part of overall
financial sector reforms.
• October 1994: IDBI Act amended to permit public ownership upto 49%.
• July 1995: Made Initial Public Offer of Equity and raised over Rs.2000
crore, thereby reducing Government stake to 72.14%.
• March 2000:Entered into a JV agreement with Principal Financial Group,
USA for participation in equity and management of IDBI Investment
Management Company Ltd., erstwhile a 100% subsidiary. IDBI divested its
entire shareholding in its asset management venture in March 2003 as part of
overall corporate strategy.
• March 2000: Set up IDBI Intech Ltd. as a wholly-owned subsidiary to
undertake IT-related activities.
21

• June 2000: A part of Government shareholding converted to preference
capital, since redeemed in March 2001; Government stake currently 58.47%.
• August 2000: Became the first All-India Financial Institution to obtain ISO
9002:1994 Certification for its treasury operations. Also became the first
organisation in Indian financial sector to obtain ISO 9001:2000 Certification
for its forex services.
• March 2001: Set up IDBI Trusteeship Services Ltd. to provide technology-
driven information and professional services to subscribers and issuers of
debentures.
• Feburary 2002: Associated with select banks/institutions in setting up Asset
Reconstruction Company (India) Limited (ARCIL), which will be involved
with the
• Strategic management of non-performing and stressed assets of Financial
Institutions and Banks.
• September 2003: IDBI acquired the entire shareholding of Tata Finance
Limited in Tata Homefinance Ltd, signalling IDBI's foray into the retail
finance sector. The housing finance subsidiary has since been renamed 'IDBI
Homefinance Limited'.
• December 2003: On December 16, 2003, the Parliament approved The
Industrial Development Bank (Transfer of Undertaking and Repeal Bill)
22

2002 to repeal IDBI Act 1964. The President's assent for the same was
obtained on December 30, 2003. The Repeal Act is aimed at bringing IDBI
under the Companies Act for investing it with the requisite operational
flexibility to undertake commercial banking business under the Banking
Regulation Act 1949 in addition to the business carried on and transacted by
it under the IDBI Act, 1964.
• July 2004: The Industrial Development Bank (Transfer of Undertaking and
Repeal) Act 2003 came into force from July 2, 2004.
• July 2004: The Boards of IDBI and IDBI Bank Ltd. take in-principle
decision regarding merger of IDBI Bank Ltd. with proposed Industrial
Development Bank of India Ltd. in their respective meetings on July 29,
2004.
• September 2004: The Trust Deed for Stressed Assets Stabilisation Fund
(SASF) executed by its Trustees on September 24, 2004 and the first
meeting of the Trustees was held on September 27, 2004.
• September 2004: The new entity "Industrial Development Bank of India"
was incorporated on September 27, 2004 and Certificate of commencement
of business was issued by the Registrar of Companies on September 28,
2004.
23

• September 2004:Notification issued by Ministry of Finance specifying
SASF as a financial institution under Section 2(h)(ii) of Recovery of Debts
due to Banks & Financial Institutions Act, 1993.
• September 2004:Notification issued by Ministry of Finance on September
29, 2004 for issue of non-interest bearing GoI IDBI Special Security, 2024,
aggregating Rs.9000 crore, of 20-year tenure.
• September 2004: Notification for appointed day as October 1, 2004, issued
by Ministry of Finance on September 29, 2004.
• September 2004:RBI issues notification for inclusion of Industrial
Development Bank of India Ltd. in Schedule II of RBI Act, 1934 on
September 30, 2004.
• October 2004: Appointed day - October 01, 2004 - Transfer of undertaking
of IDBI to IDBI Ltd. IDBI Ltd. commences operations as a banking
company. IDBI Act, 1964 stands repealed. January 2005:The Board of
Directors of IDBI Ltd., at its meeting held on January 20, 2005, approved the
Scheme of Amalgamation, envisaging merging of IDBI Bank Ltd. with IDBI
Ltd. Pursuant to the scheme approved by the Boards of both the banks, IDBI
Ltd. will issue 100 equity shares for 142 equity shares held by shareholders
in IDBI Bank Ltd. EGM has been convened on February 23, 2005 for
seeking shareholder approval for the scheme.
24

IDBI Bank Business Chart
25
IDBI BANK
INVESTMENTCURRENT ACCOUNTSAVING ACCOUNT
DEVELOPMENT BANK.RETAIL BANKING
CORPORATE SAVINGPERSONAL SAVING

IDBI Bank Organizational Chart
Chairman
President
Vice president
Finance
Vice president
Marketing
Vice president
Operations
Vice president
H. R.
26
Chapter 3
Divisional Sales
Manager
Zonal Head
Territory In charge
Regional Head

Research Methodology
Objective of the study
Project study which is being conducted by me for the last two month is not only a
formality for the fulfillment of the two year full time Post Graduate Diploma in
Business Management. But being a management student and a good employee I
tried my best to extract best of the information available in the market for the use of
society and people. The objectives have been classified by me in this project form
personal to professional, but here I am not disclosing my personal objective which
have been achieved by me while doing the project. Only professional objectives
which are being covered by me in this project are as following-
- To know about environmental factors affecting IDBI Bank’s performance.
- To analyze the role of advertisement for bank performance.
- To know the perception and conception of customers towards banking
products and specially focused for IDBI Bank’s product.
- To explore the potential areas for the new bank branches which will
provide both price and people to the bank with constant promotion and
placing strategy.
Scope of the Study
Each and every project study along with its certain objectives also have scope for
future. And this scope in future gives to new researches a new need to research a
new project with a new scope. Scope of the study not only consist one or two future
27

business plan but sometime it also gives idea about a new business which becomes
much more profitable for the researches then the older one.
Scope of the study could give the projected scenario for a new successful
strategy with a proper implementation plan. Whatever scope I observed in my
project are not exactly having all the features of the scope which I described above
but also not lacking all the features.
- Research study could give an idea of network expansion for capturing
more market and customer with better services and lower cost, with out
compromising with quality.
- In future customer requirements could be added with the product and
services for getting an edge over competitors.
- Consumer behavior could also be used for the purpose of launching a new
product with extra benefits which are required by customers for their
account (saving or current ) and/or for their investments.
- Factors which are responsible for the performance for bank can also be
used for the modification of the strategy and product for being more
profitable.
- Factors which I observed while doing project study are following-
Competitors
Customer Behaviour
Advertisement/promotional activities
Attitude of manpower and
Economic conditions
28

These all could also be interchanged with each other for each other in
banks strategies for making a final business plan to effect the market with
a positive way without disturbing a lot to market, customers and
competitors with disturbance in market shares.
Tools and Techniques
As no study could be successfully completed without proper tools and techniques,
same with my project. For the better presentation and right explanation I used tools
of statistics and computer very frequently. And I am very thankful to all those tools
for helping me a lot. Basic tools which I used for project from statistics are-
- Bar Charts
- Pie charts
- Tables
bar charts and pie charts are really useful tools for every research to show the result
in a well clear, ease and simple way. Because I used bar charts and pie cahrts in
project for showing data in a systematic way, so it need not necessary for any
observer to read all the theoretical detail, simple on seeing the charts any body could
know that what is being said.
29

Technological Tools
Ms- Excel
Ms-Access
Ms-Word
Above application software of Microsoft helped me a lot in making project more
interactive and productive.
Microsoft-Excel had a great role in my project, it created for me a situation of “you
sit and get”. I provided it simply all the detail of data and in return it given me all
the relevant information..
Microsoft-Access did the performance of my personal assistant who organizes my
all the details of document without disturbing them even a single time in all the
project duration.
And in last Microsoft-Word did help me for the documentation of the project in a
presentable form.
Applied Principles and Concepts
While I started to do the project the main thing which was the matter of concern was
that around what principles I have to revolve my project. Because with out having
any hypothesis and objective we can not determine that what output or result we are
expecting form the project.
And second thing is that having only tools and techniques for the purpose of project
is not relevant until unless we have the principals for which we have to use those
tools and techniques.
30

Mathematical Averages
Standard Deviation
Correlation
Sources of Primary and Secondary data:
For the purpose of project data is very much required which works as a food for
process which will ultimately give output in the form of information. So before
mentioning the source of data for the project I would like to mention that what type
of data I have collected for the purpose of project and what it is exactly.
1. Primary Data:
Primary data is basically the live data which I collected on field while doing
cold calls with the customers and I shown them list of question for which I had
required their responses. In some cases I got no response form their side and
than on the basis of my previous experiences I filled those fields.
Source: Main source for the primary data for the project was questionnaires
which I got filled by the customers or some times filled myself on the basis of
discussion with the customers.
2. Secondary Data:
Secondary data for the base of the project I collected from intranet of the Bank
and from internet, RBI Bulletin, Journal by ICFAI University.
31

Statistical Analysis
In this segment I will show my findings in the form of graphs and charts. All the
data which I got form the market will not be disclosed over here but extract of that
in the form of information will definitely be here.
Detail:
Size of Data : 250
Area : Mumbai
Type of Data : 1. Primary 2. Secondary
Industry : Banking
Respondent : Customers
32

Table1: Correlation between awareness of customers about IDBI bank & their
Age
NO. OF RESPONSEAGE
2520-25
4625-30
3430-35
2335-40
2140-45
2245-50
2450-60
5560-ABOVE
0
10
20
30
40
50
60
20-25
25-30
30-35
35-40
40-45
45-50
50-60
60-ABO
VE
AGE GROUP
NO. OF RESPONSE
RESPONSES
33

TABLE 2: PERCEPTION OF IDBI AS A BANK
TYPE OF BANK RESPONSES
PRIVATE 50
PUBLIC 45
PRIVATE/PUBLIC 100
DON'T KNOW 55
RESPONSES
PRIVATE
PUBLIC
PRIVATE/PUB
LIC
DON'T KNOW PRIVATE
PUBLIC
PRIVATE/PUBLIC
DON'T KNOW
34

TABLE 3 : RATING OF CUSTOMERS FOR IDBI BANK AS A GOOD
BANK
PARAMETER RESPONSES
EFFICIENCY 75%
INTERNET BANKING/ATMs 25%
PRODUCT RANGE 95%
NETWORK 33%
PHONE BANKING 22%
75%
25%
95%
33%
22%
EFFICIENCY
INTERNET
BANKING/ATMs
PRODUCT RANGE
NETWORK
PHONE BANKING
35

TABLE 4: MARKET SHARES IN MUMBAI IN COMPARISION TO
COMPETITORS
BANK NAME % OF SHARE
SBI 30%
IDBI 15%
ICICI 25%
PNB 10%
HDFC 5%
HSBC 5%
OTHERS 10%
SBI
IDBI
ICICI
PNB
HDFCHSBC
OTHERS
0%
5%
10%
15%
20%
25%
30%
% OF SHARE
SBI
IDBI
ICICI
PNB
HDFC
HSBC
OTHERS
36

TABLE 5: FACTORS RESPONSIBLE FOR PERFORMANCE OF IDBI
BANK IN MUMBAI
PARAMETERS % OF SHARE
PRODUCT 50%
ADVERTISMENT 5%
MANPOWER 25%
NET-BANKING 2%
PHONE BANKING 5%
INVESTMENT SCHEME 10%
NETWORK 3%
50%
5%
25%
2%
5%
10%
3%
0%
10%
20%
30%
40%
50%
60%
% OF SHARE
PARAMETERS
PERSENTAGE
PRODUCT
ADVERTISMENT
MANPOWER
NET-BANKING
PHONE BANKING
INVESTMENT SCHEME
NETWORK
37

TABLE 6 : COMPARATIVE STUDY WITH MAJOR COMPETITORS ON
BASIC PARAMETERS
PARAMETERS/BANKS IDBI ICICI SBI PNB HSBC
CANAR
A BANK
PRODUCT 20% 15% 30% 15% 10% 10%
ADVERTISMENT 3% 45% 15% 20% 7% 10%
MANPOWER 10% 50% 2% 3% 25% 10%
NET-BANKING 3% 50% 10% 12% 8% 17%
PHONE BANKING 10% 40% 5% 5% 30% 10%
INVESTMENT SCHEME 5% 25% 50% 10% 5% 5%
NETWORK 2% 40% 40% 5% 3% 10%
CREDIBILITY 20% 10% 40% 20% 5% 5%
COMPARATIVE GRAPHS
0%
10%
20%
30%
40%
50%
60%
IDBI
ICICI
SBI
PNB
HSBC
CANARA
BANK
BANKS
PERCENTAGE
PRODUCT
ADVERTISMENT
MANPOWER
NET-BANKING
PHONE BANKING
INVESTMENT SCHEME
NETWORK
CREDIBILITY
38

TABLE 7: THE EFFECTIVENESS OF COMMERCIALS OF IDBI BANK
DAYS AFTER THE AD IS
SEEN POSITIVE RESPONSE
0-5 days 100
6-10 days 67
11-15 days 43
more than 15 days 40
39

POSITIVE RESPONSE
0
20
40
60
80
100
120
0-5 days 6-10
days
11-15
days
more
than 15
days
NO. OF DAYS AFTER AD
NO.OFPEOPLE
REMEMBEREDTHEAD
POSITIVE RESPONSE
40

Findings
1. The credibility of IDBI bank is good in comparison to its competitors
as GOI (Government Of India) is a major share holder in the company.
2. IDBI bank has potential a tapped market in Mumbai in region and
hence has an opportunities for growth.
3. The products of IDBI bank has good credibility in the region compare to
its competitors.
4. The advertisement of the bank was very effective from the first day of
its airing till the fifth day and there after it starts declining.
5. The initial balance for A/C opening is Rs, 5000/- and that’s why people
are reluctant in opening the same.
41

Conclusions and Recommendations
Conclusions
1. Consumers of Mumbai have good awareness level about IDBI bank as well
as about its services and products.
2. The advertising campaign has successfully been able to increase the market
share of IDBI in Mumbai.
3. The modern days technology like internet banking, phone banking, used by
IDBI bank for providing banking services has sent positive signals in the
mind of consumes.
4. The network of IDBI in Mumbai is lagging behind a little than its
competitors like ICICI bank and HDFC bank.
5. It can be distilled from data that IDBI bank has good market share as
compared to its competitors considering the amount of resources deployed
by them in the market.
42
Chapter 4

Recommendations
1. Since there is only two branch of IDBI bank and only three atms in Mumbai,
so it is necessary for IDBI bank to open more branches and install more
atms to serve the vast market of Mumbai especially.
2. More resources should be allocated in the market of Mumbai as there is big
untapped market in Mumbai, so it becomes necessary for IDBI bank for
taking an edge over the competitors.
3. A short advertising campaign in Mumbai has produced good results in a
short span of times, so to gain long term benefits is very necessary for IDBI
bank to carry on this campaign with more intensity.
4. Besides opening more branches it should also look for opening some
extension counter in Kutub near meherauli and one in Khanpur.
5. As Government is the majority share holder in the shares of IDBI bank,
which makes this bank more reliable than other private banks, this thing can
be used in the favour of IDBI bank by making people aware about this fact
and winning their faith.
43

NAME………………………………………………………………………………
AGE……………………………………. SEX:
MALE/FEMALE
ADDRESS:
……………………………………………………………………………...…
………………………………………………………………………………………
……CITY………………………………………PIN
CODE………………………………....
CONTACT NO.
…………………………………………………………………………
1. DO YOU KNOW ABOUT IDBI BANK LTD.?
YES NO
2. IDBI BANK IS A –
PRIVATE BANK PRIVATE/PUBLIC BANK
PUBLIC BANK DON’T KNOW
3. RANK THE IDBI BANK ON THE FOLLOWEING FEATURES –(RANK 1
FOR BEST AND 5 FOR WORSE ON 1 TO 5 SCALE)
EFFICENCY MANPOWER
INTERNET BANKING/ATMs NETWORK
PRODUCT RANGE PHONE BANKING
4. YOU WOULD LIKE TO BE A CUSTOMER OF BANK BECAUSE –
44
Appendix1: Questionnaire

………………………………………………………………………………………
…………………
5. YOU WOULD NOT LIKE TO BE A CUSTOMER BANK BECAUSE-
6. NAME THE BANK WHICH COMES IN YOUR MIND AT VERY FIRST AND
WHY?
………………………………………………………………………………………
………………….
7. DO YOU THINK IDB IBANK IS A SAFE PLACE FOR YOUR MONEY?
YES NO
8. DO YOU THINK IDBI BANK NEED MORE ADVERTISMENT?
YES NO
9. YOUR LEVEL OF SATISFACTION WITH IDBI BANK-
VERY SATISFIED SATISFIED NORMAL DISSATISFIED VERY
DISAT.
10. IF YOU WILL HAVE OPTION AGAINEST IDBI BANK YOU WILL GO
FOR –
SBI PNB
ICICI OTHER
11. DO YOU REMEMBER THE COMMERCIAL OF IDBI BANK?
YES NO
12. WHEN DID YOU LAST SEE THE ADVERTISEMENT OF IDBI BANK?
0-5 DAYS BACK 6-10 DAYS BACK
11-15 DAYS BACK MORE THAN 15
DAYS BACK
45

13. DO YOU KNOW WHERE IS THE BRANCH OF IDBI LOCATED IN
MUMBAI?
………………………………………………………………………………………
14. IDBI BANK LTD. IN MUMBAI IS EFFECTIVE BECAUSE-
………………………………………………………………………………………
…….
15. IDBI BANK LTD. IN MUMBAI IS NOT EFFECTIVE BECAUSE-
…………………………………………………………………………………….
16. IDBI BANK LTD. IS A GOOD BANK FOR-
SERVICE PEOPLE BUSINESS
PERSONS
POLITICIANS GENERAL
PUBLIC
ALL OF ABOVE
17. NAME IDBI BANK LTD. GIVE BLUE-PRINT IN YOUR MIND OF-
HIGH NETWORK FINANCILALLY EFFICIENT
BANK
HI-TECH BANK CUSTOMER FRIENDLY
OTHER (PLEASE SPECIFY)
……………………………………………………………………….
46

www.idbibank.com
www2.idbibank.com
www.google.com
R.S. Sharma, Business statistics, First India Print, India, 2004,
Aaker Kumar and Day, Marketing research, 6th
Ed.,john willy & sons,1997.
ICFAI Journal of Banking
The Economics times
The Times of India
47
Appendix 2: Reference Material

48

Project report on_idbi_bank

More Related Content

What's hot (20)

Viewers also liked (7)

Similar to Project report on_idbi_bank (20)

Recently uploaded (20)

Project report on_idbi_bank