CHAPTER 1

INTRODUCTION

1
 Introduction

1.1 Introduction to the study

Customer Relationship Management entails all aspects of interaction a company has with its
customer, whether it is sales or service related; it starts with the foundation of relationship
market ICICI. CRM is a systematic approach towards us ICICI information and ongo ICICI
dialogue to built long los ICICI mutually beneficial customer relationship. The use of CRM
technology forms the crucial front-end of any e-business strategy, essentially CRM has
emerged as convivial weapon in the hands of the industry laggards as well as leaders to
cascade the business suites; the only touch point which is formulat ICICI this base is the
awareness amongst the corporatists to suffice the customers already available to the
companies to large extent.

In today’s first-paced competitive business environment it’s more important than ever to
create and maintain long-los ICICI business relationships.

Today, Customer Relationship Management (CRM) manages business process spann ICICI
sales, support, and market ICICI creat ICICI effective customer interactions. Given the
purpose of CRM, the functionality is straightforward, and the benefits of successful
deployments clearly generate value and profitability for any company. Grate CRM solutions
need to encourage users to interact with the application as well as be in-tune with the
business and IT cost-sav ICICI needs.

“For the modern-day CRM to be world class it needs to be revolutionary in market incursion
and evolutionary in technological up gradation.”

2
Today the major business focus is towards endow ICICI value addition to the sales cycle, and
customer retention rather than construct ICICI a new customer base which is costlier and also
an uncertain chase from business perspective. The basic philosophy behind CRM is that a
company’s relationship with the customer would be the biggest asset in the long-run.

It is now vital for CRM vendors to develop a sound understand ICICI of their target
organizations customer and deliver them with solutions which help in achiev ICICI long-term
business relations with their customers. Vendors must also build long-term customer
relationship management strategies with the end-user organizations to assure a series of
deployments, and hence ensur ICICI a regular revenue stream for themselves as well as their
customers.

1.2 Need for the Study

Organization ICICI is competitive environment with relationship management of customer

and they are attracting ICICI the customer with some effective sale promotions. But some
organizations need to evaluate the purpose, utility, effectiveness of customer satisfaction.
They are fails to evaluate this customer relationship management. So these study has been
undertaken to assess the customer relationship management in the organization.

1.3 Scope of the Study

The scope is confirmed only to examine the “Customer relationship management with
reference to ICICI BANK SERVICES” and to find possible remedies to counteract their
competition.

3
1.4 Objectives of the Study

The broad objective is to study the perception of “CUSTOMER RELATIONSHIP

MANAGEMENT WITH REFERENCE TO ICICI BANK”.

 To find out the factors that influences the buy ICICI decision of an ICICI bank
services.

 To identify and study the problems faced by the consumers of ICICI BANK
SERVICES.

 To study the satisfaction level of exist ICICI consumer of ICICI BANK SERVICES.

 To assess the role of brand image in the purchase ICICI decision of ICICI BANK
SERVICES.

1.5 Sources of Data

The study is based on secondary and primary data.

Secondary data

The sources of secondary data pertaining to the study are

Reports of RCL, RCL website

Primary data

Primary data was collected by employees at RCL by administering structured questionnaire

4
Questionnaire method

The study includes structured questionnaire consisting of closed ended questions having

fixed response patterns with multiple answers.

Research Methodology

“Research design is the plan, structure. And strategy of investigation conceived so as to

obtain answers to research questions and to control variance”

Sampling Size: The sample size was determined as 100 consumers

Sampling Method: convenient sample ICICI method.

Extent of Sampling Procedure: The sampling is done in Hyderabad branch

Time Period: Time period for the research is for about 10 days

1.6 Limitations

 As the time given for the completion of the project was limited.

 The survey was restricted to Hyderabad and Secunderabad only.

 They may be few opinions, which might have been missed out.

5
 CHAPTER 2

INDUSTRY PROFILE AND

COMPANY PROFILE

6
 2.1 Industry Profile

, there A bank is a financial institution that accepts deposits and channels those deposits into
lending activities. Banks primarily provide financial services to customers while enriching
investors. Government restrictions on financial activities by banks vary over time and
location. Banks are important players in financial markets and offer services such as
investment funds and loans. In some countries such as Germany, banks have historically
owned major stakes in industrial corporations while in other countries such as the United
States banks are prohibited from owning non-financial companies. In Japan, banks are
usually the nexus of a cross-share holding entity known as the keiretsu. In France,
bancassurance is prevalent, as most banks offer insurance services (and now real estate
services) to their clients.

The level of government regulation of the banking industry varies widely, with countries
such as Iceland, having relatively light regulation of the banking sector, and countries such as
China having a wide variety of regulations but no systematic process that can be followed
typical of a communist system.

The oldest bank still in existence is Monte dei Paschi di Siena, headquartered in Siena, Italy,
which has been operating continuously since 1472.

History

Origin of the word

The name bank derives from the Italian word banco "desk/bench", used during the
Renaissance by Jewish Florentine bankers, who used to make their transactions above a desk
covered by a green tablecloth. However, there are traces of banking activity even in ancient
times, which indicates that the word 'bank' might not necessarily come from the word 'banco'.

7
In fact, the word traces its origins back to the Ancient Roman Empire, where moneylenders
would set up their stalls in the middle of enclosed courtyards called macella on a long bench
called a bancu, from which the words banco and bank are derived. As a moneychanger, the
merchant at the bancu did not so much invest money as merely convert the foreign currency
into the only legal tender in Rome—that of the Imperial Mint.

The earliest evidence of money-changing activity is depicted on a silver drachm coin from
ancient Hellenic colony Trapezus on the Black Sea, modern Trabzon, c. 350–325 BC,
presented in the British Museum in London. The coin shows a banker's table (trapeza) laden
with coins, a pun on the name of the city.

In fact, even today in Modern Greek the word Trapeza (Τράπεζα) means both a table and a
bank.

Traditional banking activities

Banks act as payment agents by conducting checking or current accounts for customers,
paying cheques drawn by customers on the bank, and collecting cheques deposited to
customers' current accounts. Banks also enable customer payments via other payment
methods such as telegraphic transfer, EFTPOS, and ATM.

Banks borrow money by accepting funds deposited on current accounts, by accepting term
deposits, and by issuing debt securities such as banknotes and bonds. Banks lend money by
making advances to customers on current accounts, by making installment loans, and by
investing in marketable debt securities and other forms of money lending.

Banks provide almost all payment services, and a bank account is considered indispensable
by most businesses, individuals and governments. Non-banks that provide payment services
such as remittance companies are not normally considered an adequate substitute for having
a bank account.

Banks borrow most funds from households and non-financial businesses, and lend most
funds to households and non-financial businesses, but non-bank lenders provide a significant
8
and in many cases adequate substitute for bank loans, and money market funds, cash
management trusts and other non-bank financial institutions in many cases provide an
adequate substitute to banks for lending savings to.

Entry regulation

Currently in most jurisdictions commercial banks are regulated by government entities and
require a special bank licence to operate.

Usually the definition of the business of banking for the purposes of regulation is extended to
include acceptance of deposits, even if they are not repayable to the customer's order—
although money lending, by itself, is generally not included in the definition.

Unlike most other regulated industries, the regulator is typically also a participant in the
market, i.e. a government-owned (central) bank. Central banks also typically have a
monopoly on the business of issuing banknotes. However, in some countries this is not the
case. In the UK, for example, the Financial Services Authority licences banks, and some
commercial banks (such as the Bank of Scotland) issue their own banknotes in addition to
those issued by the Bank of England, the UK government's central bank.

Definition

The definition of a bank varies from country to country.

Under English common law, a banker is defined as a person who carries on the business of
banking, which is specified as:

 conducting current accounts for his customers

 paying cheques drawn on him, and
 collecting cheques for his customers.

In most English common law jurisdictions there is a Bills of Exchange Act that codifies the
law in relation to negotiable instruments, including cheques, and this Act contains a statutory
9
definition of the term banker: banker includes a body of persons, whether incorporated or
not, who carry on the business of banking' (Section 2, Interpretation). Although this
definition seems circular, it is actually functional, because it ensures that the legal basis for
bank transactions such as cheques do not depend on how the bank is organised or regulated.

The business of banking is in many English common law countries not defined by statute but
by common law, the definition above. In other English common law jurisdictions there are
statutory definitions of the business of banking or banking business. When looking at these
definitions it is important to keep in mind that they are defining the business of banking for
the purposes of the legislation, and not necessarily in general. In particular, most of the
definitions are from legislation that has the purposes of entry regulating and supervising
banks rather than regulating the actual business of banking. However, in many cases the
statutory definition closely mirrors the common law one. Examples of statutory definitions:

 "banking business" means the business of receiving money on current or deposit

account, paying and collecting cheques drawn by or paid in by customers, the making
of advances to customers, and includes such other business as the Authority may
prescribe for the purposes of this Act; (Banking Act (Singapore), Section 2,
Interpretation).

 "banking business" means the business of either or both of the following:

1. receiving from the general public money on current, deposit, savings or other similar
account repayable on demand or within less than [3 months] ... or with a period of
call or notice of less than that period;
2. paying or collecting cheques drawn by or paid in by customers[6]

Since the advent of EFTPOS (Electronic Funds Transfer at Point Of Sale), direct credit,
direct debit and internet banking, the cheque has lost its primacy in most banking systems as
a payment instrument. This has led legal theorists to suggest that the cheque based definition
should be broadened to include financial institutions that conduct current accounts

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Accounting for bank accounts

Bank statements are accounting records produced by banks under the various accounting
standards of the world. Under GAAP and IFRS there are two kinds of accounts: debit and
credit. Credit accounts are Revenue, Equity and Liabilities. Debit Accounts are Assets and
Expenses. This means you credit a credit account to increase its balance, and you debit a
debit account to decrease its balance.

This also means you debit your savings account every time you deposit money into it (and
the account is normally in deficit), while you credit your credit card account every time you
spend money from it (and the account is normally in credit).

However, if you read your bank statement, it will say the opposite—that you credit your
account when you deposit money, and you debit it when you withdraw funds. If you have
cash in your account, you have a positive (or credit) balance; if you are overdrawn, you have
a negative (or deficit) balance.

The reason for this is that the bank, and not you, has produced the bank statement. Your
savings might be your assets, but the bank's liability, so they are credit accounts (which
should have a positive balance). Conversely, your loans are your liabilities but the bank's
assets, so they are debit accounts (which should also have a positive balance).

Where bank transactions, balances, credits and debits are discussed below, they are done so
from the viewpoint of the account holder—which is traditionally what most people are used
to seeing.

Economic functions

11
a) issue of money, in the form of banknotes and current accounts subject to cheque or
payment at the customer's order. These claims on banks can act as money because
they are negotiable and/or repayable on demand, and hence valued at par. They are
effectively transferable by mere delivery, in the case of banknotes, or by drawing a
cheque that the payee may bank or cash.
b) netting and settlement of payments – banks act as both collection and paying agents
for customers, participating in interbank clearing and settlement systems to collect,
present, be presented with, and pay payment instruments. This enables banks to
economise on reserves held for settlement of payments, since inward and outward
payments offset each other. It also enables the offsetting of payment flows between
geographical areas, reducing the cost of settlement between them.
c) credit intermediation – banks borrow and lend back-to-back on their own account as
middle men.
d) credit quality improvement – banks lend money to ordinary commercial and personal
borrowers (ordinary credit quality), but are high quality borrowers. The improvement
comes from diversification of the bank's assets and capital which provides a buffer to
absorb losses without defaulting on its obligations. However, banknotes and deposits
are generally unsecured; if the bank gets into difficulty and pledges assets as security,
to raise the funding it needs to continue to operate, this puts the note holders and
depositors in an economically subordinated position.
e) maturity transformation – banks borrow more on demand debt and short term debt,
but provide more long term loans. In other words, they borrow short and lend long.
With a stronger credit quality than most other borrowers, banks can do this by
aggregating issues (e.g. accepting deposits and issuing banknotes) and redemptions
(e.g. withdrawals and redemptions of banknotes), maintaining reserves of cash,
investing in marketable securities that can be readily converted to cash if needed, and
raising replacement funding as needed from various sources (e.g. wholesale cash
markets and securities markets).

12
Law of banking

Banking law is based on a contractual analysis of the relationship between the bank (defined
above) and the customer—defined as any entity for which the bank agrees to conduct an
account.

The law implies rights and obligations into this relationship as follows:

a) The bank account balance is the financial position between the bank and the
customer: when the account is in credit, the bank owes the balance to the customer;
when the account is overdrawn, the customer owes the balance to the bank.
b) The bank agrees to pay the customer's cheques up to the amount standing to the credit
of the customer's account, plus any agreed overdraft limit.
c) The bank may not pay from the customer's account without a mandate from the
customer, e.g. a cheque drawn by the customer.
d) The bank agrees to promptly collect the cheques deposited to the customer's account
as the customer's agent, and to credit the proceeds to the customer's account.
e) The bank has a right to combine the customer's accounts, since each account is just an
aspect of the same credit relationship.
f) The bank has a lien on cheques deposited to the customer's account, to the extent that
the customer is indebted to the bank.
g) The bank must not disclose details of transactions through the customer's account—
unless the customer consents is a public duty to disclose, the bank's interests require
it, or the law demands it.
h) The bank must not close a customer's account without reasonable notice, since
cheques are outstanding in the ordinary course of business for several days.
i) These implied contractual terms may be modified by express agreement between the
customer and the bank. The statutes and regulations in force within a particular
jurisdiction may also modify the above terms and/or create new rights, obligations or
limitations relevant to the bank-customer relationship.

13
2.2 Company Profile

ICICI Bank is India's second-largest bank with total assets of Rs. 3,562.28 billion (US$ 77
billion) at December 31, 2009 and profit after tax Rs. 30.19 billion (US$ 648.8 million) for
the nine months ended December 31, 2009. The Bank has a network of 1,675 branches and
about 4,883 ATMs in India and presence in 18 countries. ICICI Bank offers a wide range of
banking products and financial services to corporate and retail customers through a variety of
delivery channels and through its specialised subsidiaries and affiliates in the areas of
investment banking, life and non-life insurance, venture capital and asset management. The
Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in
United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International
Finance Centre and representative offices in United Arab Emirates, China, South Africa,
Bangladesh, Thailand, Malaysia and Indonesia. Our UK subsidiary has established branches
in Belgium and Germany.

ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the National
Stock Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on
the New York Stock Exchange (NYSE).

Corporate Profile

ICICI Bank is India's second-largest bank with total assets of Rs. 3,562.28 billion (US$ 77
billion) as on December 31, 2009.

Board Members

Mr. K. V. Kamath, Chairman

Mr. Sridar Iyengar

Mr. Homi R. Khusrokhan

Mr. Lakshmi N. Mittal

14
Mr. Narendra Murkumbi

Dr. Anup K. Pujari

Mr. Anupam Puri

Mr. M.S. Ramachandran

Mr. M.K. Sharma

Mr. V. Sridar

Prof. Marti G. Subrahmanyam

Mr. V. Prem Watsa

Ms. Chanda D. Kochhar,

Managing Director & CEO

Mr. Sandeep Bakhshi,

Deputy Managing Director

Mr. N. S. Kannan,
Executive Director & CFO

Mr. K. Ramkumar,
Executive Director

Mr. Sonjoy Chatterjee,

Executive Director

Mr. K. V. Kamath is a mechanical engineer and did his management studies from the Indian
Institute of Management, Ahmedabad. He joined ICICI in 1971 and worked in the areas of
project finance, leasing, resources and corporate planning. In 1988, he joined the Asian
Development Bank and spent several years in south-east Asia before returning to ICICI as its
Managing Director & CEO in 1996. He became Managing Director & CEO of ICICI Bank in
2002 following the merger of ICICI with ICICI Bank. Under his leadership, the ICICI Group

15
transformed itself into a diversified, technology-driven financial services group, that has
leadership positions across banking, insurance and asset management in India, and an
international presence. He retired as Managing Director & CEO in April 2009, and took up
the position of non-executive Chairman of ICICI Bank effective May 1, 2009. He was the
President of the Confederation of Indian Industry (CII) for 2008-09. He was awarded the
Padma Bhushan by the President of India in May 2008. He was conferred the Lifetime
Achievement Awards at the Financial Express Best Bank Awards 2008 and the NDTV Profit
Business Leadership Awards 2008; was named 'Businessman of the Year' by Forbes Asia and
The Economic Times' 'Business Leader of the Year' in 2007; Business Standard's "Banker of
the Year" and CNBC-TV18's "Outstanding Business Leader of the Year" in 2006; Business
India's "Businessman of the Year" in 2005; and CNBC's "Asian Business Leader of the Year"
in 2001. He has been conferred with an honorary PhD by the Banaras Hindu University. He
is a member of the Board of the Institute of International Finance, a Director on the Board of
Infosys Technologies and a member of the Board of Governors of the Indian Institute of
Management, Ahmedabad.

Awards:

 For the third year in a row ICICI Bank has won The Asset Triple A Country Awards
for Best Domestic Bank in India
 ICICI Bank won the Most Admired Knowledge Enterprises (MAKE) India 2009
Award. ICICI Bank won the first place in "Maximizing Enterprise Intellectual
Capital" category, October 28, 2009
 Ms Chanda Kochhar, MD and CEO was awarded with the Indian Business Women
Leadership Award at NDTV Profit Business Leadership Awards , October 26, 2009.
 ICICI Bank received two awards in CNBC Awaaz Consumer Awards; one for the
most preferred auto loan and the other for most preferred credit Card, on September
30, 2009
 Ms. Chanda Kochhar, Managing Director & CEO ranked in the top 20 of the World's
100 Most Powerful Women list compiled by Forbes, August 2009

16
 Financial Express at its FE India's Best Banks Awards, honoured Mr. K.V. Kamath,
Chairman with the Lifetime Achievement Award , July 25, 2009
 ICICI Bank won Asset Triple A Investment Awards for the Best Derivative House,
India. In addition ICICI Bank were Highly commended , Local Currency Structured
product, India for 1.5 year ADR GDR linked Range Accrual Note., July 2009
 ICICI bank won in three categories at World finance Banking awards on June 16,
2009
o Best NRI Services bank
o Excellence in Private Banking, APAC Region
o Excellence in Remittance Business, APAC Region
 ICICI Bank Mobile Banking was adjudged "Best Bank Award for Initiatives in
Mobile Payments and Banking" by IDRBT, on May 18, 2009 in Hyderabad.
 ICICI Bank's b2 branchfree banking was adjudged "Best E-Banking Project
Implementation Award 2008" by The Asian Banker, on May 11, 2009 at the China
World Hotel in Beijing.
 ICICI Bank bags the "Best bank in SME financing (Private Sector)" at the Dun &
Bradstreet Banking awards 2009.
 ICICI Bank NRI services wins the "Excellence in Business Model Innovation Award"
in the eighth Asian Banker Excellence in Retail Financial Services Awards
Programme.
 ICICI Bank's Rural Micro Banking and Agri-Business Group wins WOW Event &
Experiential Marketing Award in two categories - "Rural Marketing programme of
the year" and "Small Budget On Ground Promotion of the Year". These awards were
given for Cattle Loan 'Kamdhenu Campaign' and "Talkies on the move campaign'
respectively.
 ICICI Bank's Germany Branch has been certified by "Stiftung Warrentest". ICICI
Bank is ranked 2nd amongst 57 savings products across 19 banks
 ICICI Bank Germany won the yearly banking test of the investor magazine in the
"call money" category.

17
  The ICICI Bank was awarded the runner's up position in Gartner Business
Intelligence and Excellence Award for Asia Pacific for its Business Intelligence
functions.
 ICICI Bank's Organisational Excellence Group was recently awarded ISO 9001:2008
certification by TUV Nord. The scope of certification comprised processes around
consulting and capability building on methods of quality & improvements.
 ICICI Bank has been awarded the following titles under The Asset Triple A Country
Awards for 2009:
o Best Transaction Bank in India
o Best Trade Finance Bank in India
o Best Cash Management Bank in India
o Best Domestic Custodian in India

ICICI Bank has bagged the Best Cash Management Bank in India award for the
second year in a row. The other awards have been bagged for the third year in a row.

 ICICI Bank Canada received the prestigious Canadian Helen Keller Award at the
Canadian Helen Keller Centre's Fifth Annual Luncheon in Toronto. The award was
given to ICICI Bank its long-standing support to this unique training centre for people
who are deaf-blind.

ICICI Foundation for Inclusive Growth (ICICI Foundation) was founded by the ICICI Group
in early 2008 to give focus to its efforts to promote inclusive growth amongst low-income
Indian households.

We believe our fundamental challenge is to create a “just” society – one where everyone has
equal opportunity to develop and grow. Towards this end, ICICI Foundation is committed to
making India’s economic growth more inclusive, allowing every individual to participate in
and benefit from the growth process.

We hold a set of core beliefs and values that defines guides our five partnership strategic

18
Vision
Our vision is a world free of poverty in which every individual has the freedom and power to
create and sustain a just society in which to live.
Mission
Our mission is to create and support strong independent organisations which work towards
empowering the poor to participate in and benefit from the Indian growth process.

As a key partner in India's economic growth for more than five decades, the ICICI Group
endeavours to promote growth in all sectors of the nation ’s economy. To give focus to its
efforts to promote inclusive growth amongst low-income Indian households, the ICICI Group
founded ICICI Foundation for Inclusive Growth in January 2008.

The foundations of ICICI Group’s approach towards human and social development were
established with the Social Initiatives Group (SIG), a non-profit resource group within ICICI
Bank, in 2000.

ICICI Foundation for Inclusive Growth (ICICI Foundation) has been set up as a public
charitable trust registered at Chennai vide registration of the Trust Deed with the Sub-
Registrar’s Office at Chennai on January 04, 2008.

The application for registration of the Foundation under section 12AA of the Income tax Act,
1961 (“the Act”) was filed on February 7, 2008 and the application under section 80G of the
Act was filed on February 14, 2008. Subsequently, ICICI Foundation was registered as a
“PUBLIC CHARITABLE TRUST” under Section 12AA of the Act with effect from
February 7, 2008. Further, ICICI Foundation received approval under Section 80G(5)(vi) of
the Act on March 19, 2008. This approval is valid in respect of donation received by ICICI
Foundation from February 14, 2008 to March 31, 2009. Accordingly, ICICI Bank and Group
Companies will be eligible to get a deduction under section 80G on donations made during
this period.
ICICI Foundation has also obtained its Permanent Account Number (PAN) and Tax

19
Funds Flow 2008-2009

ICICI Foundation received Rs.617.80 million from the following sources as grants:
(January 4, 2008 to March 31, 2009) (spanning two financial years)

Source (January 4, 2008 – March 31, 2009) Amount (Rs. million)

ICICI Bank 500.00

ICICI Prudential Life Insurance 67.72

ICICI Lombard General Insurance 17.12

ICICI Securities 14.98

ICICI Securities PD 6.99

ICICI Home Finance 1.99

ICICI Venture 9.00

Total 617.80

ICICI Foundation also incurred total expenses of Rs.1.25 million during this period and had a
fund balance of Rs.61.55 million as on March 31, 2009.

Disbursements (January 4, 2008 to March 31, 2009)

Grant Beneficiaries (January 4, 2008 – March 31, 2009) Amount (Rs. million)

ICICI Foundation Programmes

ICICI Centre for Child Health and Nutrition 150.00

20
IFMR Finance Foundation 200.00

Environmentally Sustainable Finance 20.00

CSO Partners 50.00

CARE (Policy Unit) 5.00

Strategy and Advisory Group 20.00

ICICI Group Corporate Social Responsibility Programmes

Read to Lead 25.00

MITRA (ICICI Fellows Programme) 55.00

CARE (Disaster Management Unit) 5.00

Rang De 25.00

Total 555.00

Grant Beneficiaries for 2008-2009

ICICI Foundation Programmes

ICICI Centre for Child Health and Nutrition (ICCHN)

The grant of Rs.150.00 million was provided to ICCHN by way of corpus support and for
pursuing various projects consistent with its mission.

IFMR Finance Foundation (IFF)

The grant of Rs.200.00 million was provided to IFMR Finance Foundation by way of corpus
support and for pursuing various projects consistent with its mission.
21
Environmentally Sustainable Finance (ESF)
The grant of Rs.20.00 million was provided to ESF for their collaboration work with Rural
Energy Network Enterprise (RENE) on sustainable energy and environment projects
benefiting remote rural end users. The proposed projects will promote developing tools and
driving innovation to scale rural energy access for remote rural users.

CSO Partners
The grant of Rs.50.00 million was provided to CSO Partners by way of corpus support and
for pursuing various projects consistent with its mission.

CARE (Policy Unit)

A grant of Rs.5.00 million was provided to CARE, an Indian NGO that is closely affiliated
with CARE (USA), to create a policy unit in Delhi. Learning from CARE’s work in India
and world-wide as well as from the work of ICICI Foundation and its partners, the unit will
serve as a platform to engage the government and policymakers in an effort to bring about
required policy changes in areas such as maternal and child health.

Strategy and Advisory Group (SAG)

Charitable foundations in India and world-wide struggle to fully develop the strategy
formulation, knowledge management and impact assessment dimensions of their work. A
grant of Rs.20.00 million was provided to Strategy and Advisory Group (SAG), a team at
Centre for Development Finance that provides strategic advisory services to clients in the
development sector, to develop these functions and to offer their expertise to foundations in
general, including ICICI Foundation.

ICICI Group Corporate Social Responsibility Programmes Read to Lead

Read to Lead is an initiative of ICICI Bank to facilitate elementary education for
disadvantaged children in the age group of 6-13 years. An amount of Rs.25.00 million has
thus far been disbursed to 100,000 children through 30 NGOs. The balance amount of
Rs.75.00 million is planned to be disbursed during the period 2009-2010.

MITRA (ICICI Fellows Programme)

MITRA is an affiliate of CSO Partners that is focused on addressing the challenge of human
22
resources for civil society organisations (CSOs). In partnership with CSO Partners and
MITRA, ICICI Foundation proposes to launch an ICICI Fellows Programme. An amount of
Rs.55.00 million has been disbursed to MITRA for developing and launching the programme
over the period 2009-2010.CARE (Disaster Management Unit)
A grant of Rs.5.00 million has been given to CARE in India to enable it to prepare for any
future disasters that may strike and respond immediately with the required relief efforts.Rang
De (Micro Enterprise Development)
Rang De, an affiliate of CSO Partners, has partnered with ICICI Venture to roll out funds
formicro enterprise development in rural and semi-urban locations. The amount of Rs.25.00
million and the balance amount of Rs.10.00 million will go towards meeting their expenses
to build the platform

23
 CHAPTER 3

THEORETICAL REVIEW

24
 3.Theoretical Review

CRM stands for Customer Relationship Management. It is a strategy used to learn more

about customers' needs and behaviors in order to develop stronger relationships with them.

After all, good customer relationships are at the heart of business success. There are many

technological components to CRM, but thinking about CRM in primarily technological terms

is a mistake. The more useful way to think about CRM is as a process that will help bring

together lots of pieces of information about customers, sales, marketing effectiveness,

responsiveness and market trends.

Goals of CRM:

The idea of CRM is that it helps businesses use technology and human resources to gain
insight into the behavior of customers and the value of those customers. If it works as hoped,
a business can:

 Provide better customer service

 Make call centers more efficient

 Cross sell products more effectively

 Help sales staff close deals faster

 Simplify marketing and sales processes

25
  Discover new customers

 Increase customer revenues

It doesn't happen by simply buying software and installing it. For CRM to be truly effective,
an organization must first decide what kind of customer information it is looking for and it
must decide what it intends to do with that information. For example, many financial
institutions keep track of customers' life stages in order to market appropriate banking
products like mortgages or IRAs to them at the right time to fit their needs.

Next, the organization must look into all of the different ways information about customers
comes into a business, where and how this data is stored and how it is currently used. One
company, for instance, may interact with customers in a myriad of different ways including
mail campaigns, Web sites, brick-and-mortar

stores, call centers, mobile sales force staff and marketing and advertising efforts. Solid CRM
systems

Link up each of these points. This collected data flows between operational systems (like
sales and inventory systems) and analytical systems that can help sort through these records
for patterns. Company analysts can then comb through the data to obtain a holistic view of
each customer and pinpoint areas where better services are needed. For example, if someone
has a mortgage, a business loan, an IRA and a large commercial checking account with one
bank, it behooves the bank to treat this person well each time it has any contact with him or
her.

26
Need for a CRM project:

Not really. But one way to assess the need for a CRM project is to count the channels
a customer can use to access the company. The more channels you have, the greater need
there is for the type of single centralized customer view a CRM system can provide.

How long will it take to get CRM in place

A bit longer than many software salespeople will lead you to think. Some vendors even claim
their CRM "solutions" can be installed and working in less than a week. Packages like those
are not very helpful in the long run because they don't provide the cross-divisional and
holistic customer view needed. The time it takes to put together a well-conceived CRM
project depends on the complexity of the project and its components.

27
CRM cost:

A recent (2001) survey of more than 1,600 business and IT professionals, conducted by The
Data Warehousing Institute found that close to 50% had CRM project budgets of less than
$500,000. That would appear to indicate that CRM doesn't have to be a budget-buster.
However, the same survey showed a handful of respondents with CRM project budgets of
over $10 million.

What are some examples of the types of data CRM projects should be collecting?

 Responses to campaigns

 Shipping and fulfillment dates

 Sales and purchase data

 Account information

 Web registration data

 Service and support records

 Demographic data

 Web sales data

28
Customer relationship management is a broadly recognized, widely-implemented strategy
for managing and nurturing a company’s interactions with clients and sales prospects. It
involves using technology to organize, automate, and synchronize business processes—
principally sales activities, but also those for marketing, customer service, and technical
support. The overall goals are to find, attract, and win new clients, nurture and retain those
the company already has, entice former clients back into the fold, and reduce the costs of
marketing and client service. Once simply a label for a category of software tools, today, it
generally denotes a company-wide business strategy embracing all client-facing departments
and even beyond. When an implementation is effective, people, processes, and technology
work in synergy to increase profitability, and reduce operational costs.

Benefits:

These tools have been shown to help companies attain these objectives:

 Streamlined sales and marketing processes

 Higher sales productivity

 Added cross-selling and up-selling opportunities

 Improved service, loyalty, and retention

 Increased call center efficiency

 Higher close rates

 Better profiling and targeting

 Reduced expenses

 Increased market share

 Higher overall profitability

 Marginal costing

 Creates communication

29
Challenges

Tools and workflows can be complex to implement, especially for large enterprises.

Previously these tools were generally limited to contact management: monitoring and

recording interactions and communications. Software solutions then expanded to embrace

deal tracking, territories, opportunities, and at the sales pipeline itself. Next came the advent

of tools for other client-facing business functions, as described below. These technologies

have been, and still are, offered as on-premises software that companies purchase and run on

their own IT infrastructure. Perhaps the most notable trend has been the growth of tools

delivered via the Web, also known as cloud computing and software as a service (SaaS). In

contrast with traditional on-premises software, cloud-computing applications are sold by

subscription, accessed via a secure Internet connection, and displayed on a Web browser.

Companies don’t incur the initial capital expense of purchasing software; neither must they

buy and maintain IT hardware to run it on.

Despite all this, many companies are still not fully leveraging these tools and services to
align marketing, sales, and service to best serve the enterprise. Often, implementations are
fragmented; isolated initiatives by individual departments to address their own needs.
Systems that start disunited usually stay that way: Siloed thinking and decision processes
frequently lead to separate and incompatible systems, and dysfunctional processes.

30
Types/variations

Sales Force Automation

A sales force automation (SFA) system provides an array of capabilities to streamline all
phases of the sales process, minimizing the time that sales representatives need to spend on
manual data entry and administration. This allows them to successfully pursue more clients
in a shorter amount of time than would otherwise be possible. At the heart of SFA is a
contact management system for tracking and recording every stage in the sales process for
each prospective client, from initial contact to final disposition. Many SFA applications also
include insights into opportunities, territories, sales forecasts and workflow automation,
quote generation, and product knowledge. Newly-emerged priorities are modules for Web
2.0 e-commerce and pricing.

Marketing

Systems for marketing (also known as marketing automation) help the enterprise identify and
target its best clients and generate qualified leads for the sales team. A key marketing
capability is tracking and measuring multichannel campaigns, including email, search, social
media, and direct mail. Metrics monitored include clicks, responses, leads, deals, and
revenue. As marketing departments are increasingly obliged to demonstrate revenue impact,
today’s systems typically include features for measuring the ROI of campaigns.

Customer Service and Support

Recognizing that service is an important differentiator, organizations are increasingly turning

to technology platforms to help them improve their clients’ experience while aiming to
increase efficiency and minimize costs. Even so, a 2009 study revealed that only 39% of
corporate executives believe their employees have the right tools and authority to solve client
problems. “The core for these applications has been and still is comprehensive call center
solutions, including such features as intelligent call routing, computer telephone integration
(CTI), and escalation capabilities.
31
Analytics

Relevant analytics capabilities are often interwoven into applications for sales, marketing,
and service. These features can be complemented and augmented with links to separate,
purpose-built applications for analytics and business intelligence. Sales analytics let
companies monitor and understand client actions and preferences, through sales forecasting,
data quality, and dashboards that graphically display key performance indicators (KPIs).

Marketing applications generally come with predictive analytics to improve segmentation

and targeting, and features for measuring the effectiveness of online, offline, and search
marketing campaign Web analytics have evolved significantly from their starting point of
merely tracking mouse clicks on Web sites. By evaluating “buy signals,” marketers can see
which prospects are most likely to transact and also identify those who are bogged down in a
sales process and need assistance. Marketing and finance personnel also use analytics to
assess the value of multi-faceted programs as a whole.

These types of analytics are increasing in popularity as companies demand greater visibility
into the performance of call centers and other support channels, in order to correct problems
before they affect satisfaction levels. Support-focused applications typically include
dashboards similar to those for sales, plus capabilities to measure and analyze response
times, service quality, agent performance, and the frequency of various issues.

Integrated/Collaborative

Departments within enterprises—especially large enterprises—tend to function in their own

little worlds. Traditionally, inter-departmental interaction and collaboration have been
infrequent and rivalries not uncommon. More recently, the development and adoption of the
tools and services has fostered greater fluidity and cooperation among sales, service, and
marketing. This finds expression in the concept of collaborative systems which uses
technology to build bridges between departments.

32
For example, feedback from a technical support center can enlighten marketers about specific
services and product features clients are asking for. Reps, in their turn, want to be able to
pursue these opportunities without the time-wasting burden of re-entering records and
contact data into a separate SFA system. Conversely, lack of integration can have negative
consequences: system isn’t adopted and integrated among all departments, several sources
might contact the same clients for an identical purpose. Owing to these factors, many of the
top-rated and most popular products come as integrated suites.

Small Business

Basic client service can be accomplished by a contact manager system, an integrated solution
that lets organizations and individuals efficiently track and record interactions, including
emails, documents, jobs, faxes, scheduling, and more. This kind of solution is gaining
traction with even very small businesses, thanks to the ease and time savings of handling
client contact through a centralized application rather than several different pieces of
software, each with its own data collection system. In contrast these tools usually focus on
accounts rather than individual contacts. They also generally include opportunity insight for
tracking sales pipelines plus added functionality for marketing and service. As with larger
enterprises, small businesses are finding value in online solutions, especially for mobile and
telecommuting workers.

Social Media

Social media sites like Twitter and Facebook are greatly amplifying the voice of people in
the marketplace, and are predicted to have profound and far-reaching effects on the ways
companies manage their clients. This is because people are using these social media sites to
share opinions and experiences on companies, products, and services. As social media isn’t
moderated or censored, individuals can say anything they want about a company or brand,
whether pro or con.

Increasingly, companies are looking to gain access to these conversations and take part in the
dialogue. More than a few systems are now integrating to social networking sites. Social
33
media promoters cite a number of business advantages, such as using online communities as
a source of high-quality leads and a vehicle for crowd sourcing solutions to client-support
problems. Companies can also leverage client stated habits and preferences to personalize
and even “hyper-target” their sales and marketing communications.

Some analysts take the view that business-to-business marketers should proceed cautiously
when weaving social media into their business processes. These observers recommend
careful market research to determine if and where the phenomenon can provide measurable
benefits for client interactions, sales, and support.

Non-profit and Membership-based

Systems for non-profit and membership-based organizations help track constituents and their
involvement in the organization. Capabilities typically include tracking the following: fund-
raising, demographics, membership levels, membership directories, volunteering and
communications with individuals.

Many include tools for identifying potential donors based on previous donations and
participation. In light of the growth of social networking tools, there may be some overlap
between social/community driven tools and non-profit/membership tools.

34
35
Strategy

Choosing and implementing a system is a major undertaking. For enterprises of any

appreciable size, a complete and detailed plan is required to obtain the funding, resources,
and company-wide support that can make the initiative successful. Benefits must be defined,
risks assessed, and cost quantified in three general areas:

 Processes: Though these systems have many technological components, business

processes lie at its core. It can be seen as a more client-centric way of doing business,
enabled by technology that consolidates and intelligently distributes pertinent
information about clients, sales, marketing effectiveness, responsiveness, and market
trends. Therefore, before choosing a technology platform, a company needs to
analyze its business workflows and processes; some will likely need re-engineering to
better serve the overall goal of winning and satisfying clients. Moreover, planners
need to determine the types of client information that are most relevant, and how best
to employ them.

 People: For an initiative to be effective, an organization must convince its staff that
change is good and that the new technology and workflows will benefit employees as
well as clients. Senior executives need to be strong and visible advocates who can
clearly state and support the case for change. Collaboration, teamwork, and two-way
communication should be encouraged across hierarchical boundaries, especially with
respect to process improvement.

 Technology: In evaluating technology, key factors include alignment with the

company’s business process strategy and goals; the ability to deliver the right data to
the right employees; and sufficient ease of use that users won’t balk. Platform
selection is best undertaken by a carefully chosen group of executives who
understand the business processes to be automated as well as the various software
issues. Depending upon the size of the company and the breadth of data, choosing an
application can take anywhere from a few weeks to a year or more.

36
Implementation

Implementation Issues

Dramatic increases in revenue, higher rates of client satisfaction, and significant savings in
operating costs are some of the benefits to an enterprise. Proponents emphasize that
technology should be implemented only in the context of careful strategic and operational
planning. Implementations almost invariably fall short when one or more facets of this
prescription are ignored:

 Poor planning: Initiatives can easily fail when efforts are limited to choosing and
deploying software, without an accompanying rationale, context, and support for the
workforce. In other instances, enterprises simply automate flawed client-facing
processes rather than redesign them according to best practices.

 Poor integration: For many companies, integrations are piecemeal initiatives that
address a glaring need: improving a particular client-facing process or two or
automating a favored sales or client support channel. Such “point solutions” offer
little or no integration or alignment with a company’s overall strategy. They offer a
less than complete client view and often lead to unsatisfactory user experiences.

 Toward a solution: overcoming siloed thinking. Experts advise organizations to

recognize the immense value of integrating their client-facing operations. In this
view, internally-focused, department-centric views should be discarded in favor of
reorienting processes toward information-sharing across marketing, sales, and
service. For example, sales representatives need to know about current issues and
relevant marketing promotions before attempting to cross-sell to a specific client.
Marketing staff should be able to leverage client information from sales and service
to better target campaigns and offers. And support agents require quick and complete
access to a client’s sales and service history.

37
Adoption Issues

Historically, the landscape is littered with instances of low adoption rates. In 2003, a Gartner
report estimated that more than $1 billion had been spent on software that wasn’t being used.
More recent research indicates that the problem,while perhaps less severe, is a long way from
being solved. According to a CSO Insights less than 40 percent of 1,275 participating
companies had end-user adoption rates above 90 percent.

In a 2007 survey from the U.K., four-fifths of senior executives reported that their biggest
challenge is getting their staff to use the systems they’d installed. Further, 43 percent of
respondents said they use less than half the functionality of their existing system; 72 percent
indicated they’d trade functionality for ease of use; 51 percent cited data synchronization as a
major issue; and 67 percent said that finding time to evaluate systems was a major problem.
With expenditures expected to exceed $11 billion in 2010, enterprises need to address and
overcome persistent adoption challenges. Specialists offer these recommendations for
boosting adoptions rates and coaxing users to blend these tools into their daily workflow:

 Choose a system that’s easy to use: All solutions are not created equal. Some vendors
offer more user-friendly applications than others, and simplicity should be as
important a decision factor as functionality.

 Choose the right capabilities: Employees need to know that time invested in learning
and usage will yield personal advantages. If not, they will work around or ignore the
system.

 Provide training: Changing the way people work is no small task, and help is usually
a requirement. Even with today’s more usable systems, many staffers still need
assistance with learning and adoption. Provide consistent support. Prompt, expert,
always-accessible technical support goes a long way to facilitate use and confidence
with a new system

38
 Successful CRM implantation

 Break your CRM project down into manageable pieces by setting up pilot programs
and short-term milestones.

 Starting with a pilot project that incorporates all the necessary departments and
groups that gets projects rolling quickly but is small enough and flexible enough to
allow tinkering along the way.

 Make sure your CRM plans include a scalable architecture framework.

 Don't underestimate how much data you might collect (there will be LOTS) and make
sure that if you need to expand systems you'll be able to.

 Be thoughtful about what data is collected and stored. The impulse will be to grab and
then store EVERY piece of data you can, but there is often no reason to store data.
Storing useless data wastes time and money.

 Recognize the individuality of customers and respond appropriately. A CRM system

should, for example, have built-in pricing flexibility.

39
CRM project to run:

The biggest returns come from aligning business, CRM and IT strategies across all
departments and not just leaving it for one group to run.

CRM projects to fail:

Many things from the beginning, lack of a communication between everyone in the customer
relationship chain can lead to an incomplete picture of the customer. Poor communication
can lead to technology being implemented without proper support or buy-in from users. For
example, if the sales force isn't completely sold on the system's benefits, they may not input
the kind of demographic data that is essential to the program's success. One Fortune 500
company is on its fourth try at a CRM implementation, primarily because its sale force
resisted all the previous efforts to share customer data.

10 Tips for implementing customer self-service

 Learn everything about your customers.

 Conduct focus groups to ensure that they want self-service.

 Define clear business goals.

 Evaluate the technology for its technical and financial merits.

 Does it match your customer base? Will it boost profitability?

 Work as a team. Have customer support, IT and other departments

o involved every step of the way.

 Offer training to employees.

 Expect this to be an iterative process that requires making changes as you learn more
about your customers.
40
  Develop an effective way to measure results.

 Under promise and over deliver.

Customer relationship management is a business strategy to select and manage the most
valuable customer relationships. CRM requires a customer-centric business philosophy and
culture to support effective marketing, sales, and service processes. CRM applications can
enable effective customer relationship management, provided that an enterprise has the right
leadership, strategy, and culture.” -The CRM Primer, www.crmguru.com

Benefits of CRM:

Improved customer retention

Purchase amount increases over time

– Average of 8%/year in the insurance industry

Reduction in costs

– Order processing
– Short-term acquisition costs
– Customer referrals
On the “gray markets”

Often harmful to profits

Frequently used to level inventories 2-way communications,Improves customer satisfaction

41
Cultural changes:
Top executives must drive the initiative

– Shift from product orientation to customer

Shift in marketing type

– Away from mass, towards personal “1:1”

Change in attitude at all levels

– Compensation system must change to reinforce new behaviors

Business categories Consumer categories

Pr
e-
im
Identification Identification ple
me
Customer Rating Customer Rating nta
tio
Background Background n:

Presale Communication Presale Communication

Cla
Decision makers Purchase behavior ssif
y
cust
Decision making Post purchase behavior
om
ers
Influences Predicted behavior bas
ed
Post purchase behavior Creditworthiness on
div
Channels Attitudes and perceptions ersi
ty
of
Pricing
val
ue
42
and needs
Classify customers based on diversity of value and needs
Determine who the customers are
– Wal-Mart, or Jimmy Joe-Bob?

– Don’t ask a customer the same thing more than once

– Interact in the medium of the customer’s choice

– When engaging in an interaction, start with the customer, not the product

– Make the interactions personal and personalized

– Ensure that your interactions with customers are always welcomed

– Ensure that they are immediately identified and treated appropriately

– Protect the customer’s privacy

– Invite dialogue by printing toll-free numbers and web-site URLs on

everything

– Ensure that the customer can see the value from each interaction. Deliver
information or value that reflects what has been learned

– Be sensitive to the customer’s time. Don’t try to learn everything about a

customer at once.

43
IT’s role in CRM:

Three general types of eCRM packages

– Marketing Automation Systems (MAS)

» Customer database creation
» Analysis of customer attributes
» Automate several marketing functions

– Sales Force Automation (SFA)

» Intended to automate many functions performed by salespeople
» If completely successful, it will eliminate the “personal touch”
.

e CRM package types:

Customer Service Automation systems

» Augments call center personnel
» Some can respond to e-mails on their own
» Ties-in to existing company software, including other eCRM packages
(generally…)

Selecting the right CRM packages

– Step 1: Size the package to your firm

– Step 2: Gather as much information on every package sized appropriately

– Step 3: Using a standard formula, evaluate the packages and make a choice

44
CRM and ERP

– Determine if a package can be tied-in to the enterprise’s ERP system before

making a purchase decision

– Inventory, order processing, and accounts receivable features can be used to

augment the CRM program

– Goal: establish a closed-loop eCRM solution

Data mining tools:

– Market basket analysis and automatic cluster generatio

– Decision trees and memory-based reasoning
– Neural net systems

CRM in the Supply Chain

Goals of Supply Chain Management:

– Reduce uncertainty and risks in supply chain

– Positively affect inventory levels, cycle time, processes, and end-customer
service levels
Customer Relationship Management

– Useful for forecasting and planning

– Improves customer service levels

45
 CRM across Company Functions

Marketing – Account management expertise

Research & Development – Specifications that define requirements
Logistics – Knowledge of customer service requirements
Production – Manufacturing strategy

Purchasing – Sourcing strategy

Finance – Customer Profitability Reports

Customer Relationship Management

Wrap-Up

Your customers improves profits

Focus on the best, treat mid-range as group, and Knowing discourage bottom-feeders

Customize product and service to retain good customers

Give CRM time to pay off; a good CRM program will be worth the investment
46
 CHAPTER 4

DATA ANALYSIS AND

INTERPRETATION

47
 Data Analysis and Interpretation

TABLE 1

1. Which bank you are using?

S NO PRODUCT RESPONDENTS %

1 ICICI 60 60

2 HDFC 20 20

3 ING 15 15

4 CITI BANK 5 5

48
 CHART

4 CITI BANK RESPONDENTS

5%

3 ING
15%

2 HDFC
1 ICICI
20%
60%

Interpretation:

From above it can be stated that the general satisfaction level of for ICICI in twin
cities of Hyderabad and Secunderabad is 60%.

49
2. SOURCES OF AWARENESS:

The customer was enquired about the sources of awareness with regard the ICICI.
This will help to know us to which sources is playing a major role in creating awareness
among the customers.

S .NO ADVERTISEMENT RESPONDENTS %

1 T.V 35 35

2 NEWSPAPERS 25 25

FRIENDS 12 12

DEALERS 28 28

DEALERS
28%
T.V
35%
1 T.V
2 NEWSPAPERS
3 FRIENDS
4 DEALERS
FRIENDS
12% NEWS
PAPERS
25%

50
Interpretation:

Out of the responses obtained from 100 customers 28% said that they became aware
of the Friends. And through the friends 35% of the customers are aware from the T.V. And
another 25% are aware of by the NEWS PAPERS. And only 12% are aware by the
DEALERS.

3. LEVEL OF SATISFACTION:

The customer was enquired about the level of satisfaction with regard to the ICICI.

S NO SATISFACTION RESPONDENTS %

1 EXCELLENT 30 65

2 GOOD 10 20

3 AVERAGE 50 10

4 POOR 10 5

51
 Poor
Average 5%
10%

S NO
SATICEFACTI
ON
1 Excellent

Good
20% Excellent
65%

Interpretation:

Out of the responses obtained from 100 customers 65% said that they are
EXCELLENT satisfied and 20% were GOOD and 10% were AVERAGE and 5% were
vehicle is poor. This data is obtained by most of members were satisfied by ICICI services.

52
4. What are the voluble attributes you normally look while purchasing an account?

S NO ATTRIBUTES RESPONDENTS

1 SERVICES 50 50

2 PRICE 10 10

3 SAFETY 30 30

4 OTHERS 10 10

Chart Title
SERVICES PRICE SAFETY OTHERS

10%

30% 50%

10%

53
Interpretation:

From the above it can be stated that general normally any one while purchasing a four
wheeler most of the members are seeing 50% of members are seeing SERVICES and
30% of members are seeing SAFETY And 10% of members are seeing PRICE and
10% of members are others.

5. SUGGESTING TO FRIENDS:

The following table is regarding the customer likeliness in suggesting this bank to
other friends. This is an indicator of customer satisfaction also.

Let’s see the responses.

S NO SUGGEST FRIENDS RESPONDENTS %

1 YES 90 90

2 NO 10 10

54
 100

80

60
90%
40 RESPONDENTS

20
10%
0
YES NO
1 2

Interpretation:

A look at the chart shows that 90% of the members are suggesting and 10% of the
members are not suggesting.

6) BANK EXECUTIVE PERFORMENS:

The following table shows “bank executive” role in explaining the features of the cat
to customer. This helps to know how effective he is in his job let’s seeing the response.

S NO EXPLANATION IN NUMBERS %

1 EXCELLENT 70 70

2 VERY GOOD 25 25

3 POOR 5 5

55
 RESPONDENTS
POOR
5%

1 EXCELLENT
VERY GOOD
2 VERY GOOD
25%
3 POOR

EXCELLENT
70%

Interpretation:

Out of 100 respondents 60 % of them felt the explanation to be “EXCELLENT”. And

35% of them “VERY GOOD” and rest of 5% felt to be “POOR”. According to them sales
executives does knotty explain all feature POOR this kind of responses need to be considered
with serious ness.

56
7) RESPONSE TERMS:

One of the major factors, which has great role in “CRM”, is the response terms with regard
to customer query or grievance.

RESPONSE TERMS IN NUMBERS

70

TIMELY/PROMPTLY

SAFELY 25

INCONDITION 5

CHART-7

80
70
60
TIMELY/PROMPTLY
50
40 SAFELY
30 INCONDITION
20
10
0
IN NUMBERS

57
Interpretation:

From the above chart we conclude that most of the customer that is 70% of found
the delivery process is to be “TIMELY” and 25% of delivery process to be “SAFELY” and
5% of delivery process to “INCONDITION”.

8) What is your opinion about bank?

S NO OPINION RESPONDENTS %

1 EXCELLENT 50 50

2 GOOD 30 30

3 AVERAGE 15 15

4 POOR 5 5

POOR

AVERAGE
Series1
Series2
GOOD

EXCELLENT

0 20 40 60 80 100

58
Interpretation:

Out of the 100 respondents 50% of them told “EXCELLENT” and 30% of them told
“GOOD” and 15% of them told “AVERAGE” and 5% of them told “POOR”.

9) AMBIENCE OF BANK:

The other factor, which has much influence on the customer, is the “AMBIENCE” of
the show room. This will help to know how the customer perceives this particular show room
in comparison with the other showroom.

S.NO SCALE RATING RESPONDENTS %

1 BANK AMBIENCE 55 55

2 DISTANCE 25 25

3 APPEAL 10 10

4 OTHERS 10 10

TOTAL 100 100

Interpretation:

From the above graph we can conclude that out of 100 customers interviewed 40% were
telling that the ambience of showroom is “PLEASANT’ and 38% was telling as
“EXCELLENT” and 22% says “APPEAL” is very good.

59
 CHAPTER 5

FINDINGS, SUGGESTIONS

AND CONCLUSION

60
 Findings

 Most of the respondents were aware by the friends and relatives (48%).Advertisements
(28%) also helped in providing information to the respondents.

 82% of the respondents were aware of ICICI brand.

 In advertisement media newspapers (56%) were much affective and motor (38%) was
also a major advertising media.

 Many factors like family members advertising were responsible for influencing the
customers to buy ICICI BANKING.

 6% of the customers were very much satisfied with ICICI BANKING. Whereas 58% was
satisfied with ICICI BANKING.

 39% of the respondents were satisfied with the service of the ICICI BANKING.

 After sales service at door step 38% was one of the factors which help the purchaser to
buy a ICICI BANKING. Prompt service 52% also help to attract the purchaser.

 54% of the respondents considered the price of the ICICI BANKING. As higher where as
only 8% considered as economical and 38% of the respondent said it as reasonable.

61
 Suggestions

 The most important media for consumer durables is BANKING. So, they should go
for television advertisements rather going for newspaper, the television
advertisements influences more on the people. They should spend some expenditure
for T.V. advertisements.

 Being the price of the ICICI BANKING is high they should try to reduce prices
because there are many other TV’s which can be purchased at lower cost, and then
these people are selling. If not, the sales may decrease.

 More features should be added to the television according to the needs of the
customer, because their competitors are coming with new models. According to the
competitors changing models also these people should change the models also these
people should change the models or change the technology.

 Company should give some incentives to the dealers for promoting the products of
ICICI BANKING. They should not neglect dealers. They should select good dealers,
b which they can give customer satisfaction.

 Company should setup service centres at dealer level itself. They should train some
personnel for exclusive maintenance of these Televisions. They should provide home
service to the customers. The personnel should be appointed by company to the
dealers. The service should be accurate.

62
 Conclusion
a study was useful in understanding the customer relationship management of ing among
a various customers launching new formulations can make BANKING to the pioneer in
many market segments.

BANKING was inferred that most customers of high-income group preferred the supply
about 70% of customers is aware of BANKING.

Most of the customers agree that ING is best quality with reasonable price the attitude
50% of customers towards price of ACCOUNT is reasonable. But 10% of the customers
of asking for improvement in the quality.

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BIBLIOGRAPHY

64
 Bibliography

 PHILIP KOTLER 2000/e Marketing management, an overview. Concept

Publication,

 Philip Kotler & Gary Armstrong. ... Principles of Marketing

 G.C BERI for MARKETING RESEARCH
 .G Shainesh & Jagdish N Seth For CRM Strategy Perspective

 WERNER REINARTZ for Customer Relationship Management

 Stephen P.Robbin-Personal/Human Resource Management

 P.Subba Rao- HRM & Banking Sector

Websites:-

 Www. icici.com

 Www. bankinghelp.com

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Questionaire

66
 Questionnaire

1. DO YOU OWN AN ACCOUNT? (YES / NO)

2. SOURCES OF AWARENESS: ()

(A)T.V (B) NEWSPAPER (C) FRIENDS (D) DEALERS

3. LEVEL OF SATISFACTION ( )

(A)EXCELLENT (B) GOOD (C) AVERAGE (D) POOR

4. WHAT ARE THE VOLUBLE ATTRIBUTES YOU NORMALLY LOOK WHILE

PURCHASING AN ACCOUNT? ()

(A) SERVICE (B) PRICE (C) SAFETY (D) OTHERS

5. SUGGESTING TO FRIENDS: (YES/NO)

6) BANK EXECUTIVE PERFORMENS: ( )

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(A)EXCELLENT (B) GOOD (C) AVERAGE (D) POOR

7) DELIVERY TERMS: ( )

(A) TIMELY/PROMPTLY (C) SAFELY (C) INCONDITION

8) AMBIENCE OF BANK: ( )

(A) BANK AMBIENCE (B) DISTANCE

(C) APPEAL (C) OTHERS

9. ARE YOU SATISFIED WITH YOUR ACCOUNT SERVICE? (YES / NO)

10. PLEASE RATE OVER ALL EXPERIENCE WITH REGARD TO THE ABOVE

ANS: ___________________________________

11. POST PURCHASE:

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 (A) DID THE SALES PERSONNEL CONTACT YOU ABOUT THE SATISFACTION
LEVEL AFTER DELIVERING THE ACCOUNT.? (YES / NO)

i) HOW MANY TIMES ( )

A) ONCE B) TWICE C) MORE THAN TWICE

II) WERE THEY FRIENDLY (YES / NO)

11. PLEASE MENTION YOUR VALUABLE SUGGESTIONS:

_________________________________________________________________________________
_________________________________________________________________________________
_____________________________________________

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