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On
By
Akshita
FMS-WISDOM
Banasthali Vidyapith
SBI
Place: Rajasthan
Session
Acknowledgement
The internship opportunity I had with State Bank of India, Jaipur was a great chance for
learning and professional development. Therefore, I consider myself as a very lucky
individual as I was provided with an opportunity to be a part of it. I am also grateful for
having a chance to meet so many wonderful people and professionals who led me through
this internship period.
It is really a matter of pleasure for me to get an opportunity to thank all the persons who
contributed directly or indirectly for the successful completion of the project report,
“How to improve on-boarding experience of CSP customers and penetration of SBI
asset products amongst CSP customers”.
I wish to express my gratitude towards Mr. Ajay Kalra, DGM PBBU, SBI LHO Jaipur
for giving me an opportunity to be a part of their esteem organization and enhance my
knowledge by granting permission to do a summer internship project.
They provided me with their assistance and support whenever needed, which has been
instrumental in completion of this project. I am thankful to them, for their support and
encouragement throughout the tenure of the project. I am thankful to M/S Ruchi Biyani,
Chief Manager PBBU (NW 2), SBI LHO Jaipur, Mr. L.R. Meena, Chief Manager
(KAM), SBI AO Jaipur, Mr. Amitanshu Shrivastav, Harsh purohit , Dean of
WISDOM, Banasthali Vidyapith and to every member of SBI for their help and
cooperation with me during this project.
Table of Contents
Training Certificate…………………………………………………………………i
Acknowledgements ...................................................................................................ii
Abstract ....................................................................................................................iii
Table of Contents ..................................................................................................... iv
List of Figures ........................................................................................................... v
1 Introduction .......................................................................................................... 1
1.1 Background and Context ............................................................................... 1
1.2 Scope and Objectives .................................................................................... 1
1.3 Achievements ................................................................................................ 1
1.4 Overview of Dissertation............................................................................... 1
2 Profile of Organization ......................................................................................... 2
3 Review of Literature ............................................................................................ 3
4 Research Methodology ........................................................................................ 4
4.1 First Section ................................................................................................... 4
4.1.1 First Subsection ........................................................................................ 4
4.1.1.1 First Subsubsection ............................................................................ 4
4.1.2 Second Subsection .................................................................................... 4
4.2 Second Section .............................................................................................. 4
5 Data Analysis ........................................................................................................ 5
6 Conclusion ............................................................................................................ 6
6.1 Summary ....................................................................................................... 6
6.2 Suggestions and Recommendations .............................................................. 6
6.3 Future Work ................................................................................................... 6
References ................................................................................................................. 7
Appendices ................................................................................................................ 8
CHAPTER I
Introduction:
CHAPTER II
The origin of the State Bank of India goes back to the first decade of the nineteenth
century with the establishment of the Bank of Calcutta in Calcutta on 2nd June 1806.
Three years later the bank received its charter and was re-designed as the Bank of Bengal
(2nd January 1809). A unique institution, it was the first joint-stock bank of British India
sponsored by the Government of Bengal. The Bank of Bombay (15th April 1840) and the
Bank of Madras (1st July 1843) followed the Bank of Bengal. These three banks
remained at the apex of modern banking in India till their amalgamation as the Imperial
Bank of India on 27th January 1921.
Into the early 1950s, the Imperial Bank grew steadily, dominating the Indian commercial
banking industry. The bank continued to build up its assets and capital base, and also
entered a new phase of national expansion. By the middle of the 1950s, the Imperial Bank
operated more than 170 branch offices, as well as 200 sub-offices. Yet the bank, like most
of the colonial government, focused primarily on the country's urban regions.
But then, India had achieved its independence from Britain. In 1951, the new government
launched its First Five Year Plan, targeting in particular the development of the country's
rural areas. The lack of a banking infrastructure in these regions led the government to
develop a state-owned banking entity to fill the gap. As part of that 67 Process, the
Imperial Bank was nationalized and then integrated with other existing government-
owned banking components. The result was the creation of the State Bank of India, in
1955.
The new state-owned bank now controlled more than one-fourth of India's total banking
industry. That position was expanded at the end of the decade, when new legislation was
passed providing for the takeover by the State Bank Of India of eight regionally based,
Government-Controlled Banks. As such the Banks of Bikaner, Jaipur, Indore, Mysore,
Patiala, Hyderabad, Saurashtra, and Travancore became subsidiaries of the State Bank Of
India. Following the 1963 merger of the Bikaner and Jaipur banks, their seven remaining
subsidiaries were converted into associate banks.
In the early 1960s, the State Bank's network already contained nearly 500 branches and
sub-offices, as well as the three original head offices inherited from the presidency bank
era. Yet the State Bank Of India now began an era of expansion, acting as a motor for
India's industrial and agricultural development that was to transform it into one of the
world's largest financial networks. Indeed, by the early 1990s, the State Bank Of India
counted nearly 15,000 branches and offices throughout India, giving it the world's single
largest branch network.
State Bank Of India played an extremely important role in developing India's rural
regions, providing the financing needed to modernize the country's agricultural industry
and develop new irrigation methods and cattle breeding techniques, and backing the
creation of dairy farming, as well as pork and poultry industries. The bank also provided
backing for the development of the country's infrastructure, particularly on a local level,
where it provided credit coverage and development assistance to villages. The
nationalization of the banking sector itself is an event that occurred in 1969 gave State
Bank Of India a new prominence as the country's leading bank.
Even as it played a primary role in the Indian government's industrial and agricultural
development policies, State Bank Of India continued to develop its commercial banking
operations. In 1972, for example, the bank began offering merchant banking services. By
the mid-1980s, the bank's merchant banking operations had grown sufficiently to support
the creation of a dedicated subsidiary, State Bank Of India Capital Markets, in 1986. The
following year, the company launched another subsidiary, SBI Home Finance, in
collaboration with the Housing Development Finance Corporation. Then in the early
1990s, State Bank Of India added subsidiaries SBI Factors and Commercial Services, and
then launched institutional investor services.
The State Bank of India is the country’s oldest Bank and a premier in terms of balance
sheet size, number of branches, market capitalization and profits. It is today going
through a momentous phase of Change and Transformation – the two hundred year old
Public sector behemoth is today stirring out of its Public Sector legacy and moving with
agility to give the Private and Foreign Banks a run for their money. The bank is entering
into many new businesses with strategic tie ups – Pension Funds, General Insurance,
Custodial Services, Private Equity, Mobile Banking, Point of Sale Merchant Acquisition,
Advisory Services, structured products etc – each one of these initiatives having a huge
potential for growth.
The Bank is forging ahead with cutting edge technology and innovative new banking
models, to expand its Rural Banking base, looking at the vast untapped potential in the
hinterland and proposes to cover 100,000 villages in the next two years.
It is also focusing at the top end of the market, on whole sale banking capabilities to
provide India’s growing mid / large Corporate with a complete array of products and
services. It is consolidating its global treasury operations and entering into structured
products and derivative instruments. Today, the Bank is the largest provider of
infrastructure debt and the largest arranger of external commercial borrowings in the
country. It is the only Indian bank to feature in the Fortune 500 list The Bank is 69
Changing outdated front and back end processes to modern customer friendly processes
to help improve the total customer experience. With about 8500 of its own 10000
branches and another 5100 branches of its Associate Banks already networked, today it
offers the largest banking network to the Indian customer. The Bank is also in the process
of providing complete payment solution to its clientele with its over 8500 ATMs, and
other electronic channels such as Internet banking, debit cards, mobile banking, etc.
With four national level Apex Training Colleges and 54 learning Centers spread all over
the country the Bank is continuously engaged in skill enhancement of its employees.
Some of the training programmes are attended by bankers from banks in other countries.
The State Bank Of India is also looking at opportunities to grow in size in India as well as
internationally. It presently has 82 foreign offices in 32 countries across the globe. It has
also 7 Subsidiaries in India – State Bank Of India Capital Markets, SBICAP Securities,
SBI DFHI, State Bank Of India Factors, State Bank Of India Life and State Bank Of India
Cards – forming a formidable group in the Indian Banking scenario. It is in the process of
raising capital for its growth and also consolidating its various holdings.
Throughout all these changes, the Bank is also attempting to change old mindsets,
attitudes and take all employees together on this exciting road to Transformation. In a
recently concluded mass internal communication programme termed ‘Parivartan’ the
Bank rolled out over 3300 two day workshops across the country and covered over
1,30,000 employees in a period of 100 days using about 400 Trainers, to drive home the
message of Change and inclusiveness. The workshops fired the imagination of the
employees with some other banks in India as well as other Public Sector Organizations
seeking to emulate the programme.
State Bank Of India was allowed to dominate the Indian banking sector for more than two
decades. In the early 1990s, the Indian Government kicked off a series of reforms aimed
at deregulating the banking and financial industries. State Bank Of India was now forced
to brace itself for the arrival of a new wave of competitors eager to enter the fast-growing
Indian economy's commercial banking sector. Yet years as a Government-run institution
had left State Bank Of India bloated--the civil-servant status of its employees had
encouraged its payroll to swell to more than 230,000. The bureaucratic nature of the
bank's management left little room for personal initiative, nor incentive for controlling
costs.
The bank also had been encouraged to increase its branch network, with little concern for
profitability. As former Chairman Dipankar Baku told the Banker in the early 1990s: "In
the aftermath of bank nationalization everyone lost sight of the fact that banks had to be
profitable. Banking was more to do with social policy and perhaps that was relevant at the
time. For the last two decades the emphasis was on physical expansion."
The implementation of new technology helped the bank achieve strong profit gains into
the early years of the new century. State Bank Of India also adopted new human
resources and retirement policies, helping trim its payroll by some 20,000, almost entirely
through voluntary retirement in a country where joblessness remained a decided problem.
In Nepal, State Bank Of India owns 50% of Nepal State Bank Of India Bank, which has
branches throughout the country. In Moscow, State Bank Of India owns 60% of
Commercial Bank of India, with Canara Bank owning the rest. In Indonesia, it owns
76% of PT Bank Indo Monex. The State Bank of India already has a branch in Shanghai
and plans to open one in Tianjin.
In Kenya, State Bank of India owns 76% of Giro Commercial Bank, which it acquired
for US $8 million in October 2005.
1.Best Transaction Bank in India by “The Asian Banker” for the second time in a row.
2.”The Best Trade Finance Bank (India)-2019” for the eighth consecutive year by Global
Finance Magazine.
3.“Green Bond Pioneer Award” for being the largest new emerging markets Certified
Climate Bond issuer of 2018 by Climate Bond Initiative.
5.YONO, our digital initiative, won the “Mobile Banking Initiative of the Year - India”
at the Asian Banking and Finance Retail Banking Awards, Singapore and ET BFSI
Innovation Awards.
6.At the Asian Banker Financial Technology Innovation Awards 2018 SBI received
awards in a number of categories including The Risk Data and Analytics Technology
Implementation of the Year for OFSAA.
COMPETITORS
Andhra Bank
Allahabad Bank
Punjab National Bank
Dena Bank
Vijaya Bank
HDFC Bank
ICICI Bank
AXIS Bank
Citibank
Standard Chartered
HSBC Bank
American Express
Strength/ Opportunities:
The growth for SBI in the coming years is likely to be fueled by the following factors:
• Continued effort to increase low cost deposit would ensure improvement in NIMs and
hence earnings.
• Growing retail & SMEs thrust would lead to higher business growth.
• Strong economic growth would generate higher demand for funds pursuant to higher
corporate demand for credit on account of capacity expansion.
Weakness/ Threats:
The risks that could ensue to SBI in time to come are as under:
• SBI is currently operating at a lowest CAR. Insufficient capital may restrict the growth
prospects of the bank going forward.
• Stiff competition, especially in the retail segment, could impact retail growth of SBI and
hence slowdown in earnings growth.
• Contribution of retail credit to total bank credit stood at 26%. Significant thrust on
growing retail book poses higher credit risk to the bank.
Rs50bn.
• Slow down in domestic economy would pose a concern over credit off-take thereby
impacting earnings growth.
The objective is to describe the organization in brief to form the frame of reference
and scope of study. Points like formation, employees, structure, turnover, milestones,
products andservices offered etc., SWOT analysis of the organization should be
covered.
CHAPTER III
Literature Review:
This shall normally present a critical appraisal of the previous work published in the
literature pertaining to the topic of the investigation. The extent and emphasis of the
chapter depends on the nature of the investigation/research design of the subject
matter. A Brief theoretical backdrop & literature review about the project is required
to be given referring to some standard textbooks, journals, magazines & news papers
etc. Attempts should be made to collect latest information by scanning articles
published in periodicals, journals etc. Please note that latest authentic data adds to the
quality of the project and gives good impression to viva- voce.
Zero balance account and free unlimited transactions across ATMs of any Bank. Also
comes bundled with SBI Credit Card.
Complimentary Personal Accident Insurance (Death) cover up to Rs. 20 Lakhs.
Complimentary Air Accident Insurance (Death) cover up to Rs. 30 Lakhs.
Avail of Personal Loans, Home Loans, Car Loans and Education Loans at attractive
rates.
Upto 25% off on locker charges
Avail of Auto-Sweep to create e-MODs (Multi Option Deposits) and earn higher
interest.
Avail of Demat & Online Trading A/c at the time of on-boarding itself.
Free issuance of Drafts, Multi City Cheques, SMS Alerts. Free online NEFT/RTGS.
Overdraft equivalent to 2 Months Net Salary (Currently available for select customers
only)
Earn points on various transactions through our loyalty program SBI Rewardz.
Host of regular offers on Debit Cards and YONO by SBI
What are the advantages of a corporate salary account in the state bank of India?
Salary Accounts under CSP offers a gamut of privileges commensurate with Gross
Monthly Salary to the employees of Corporates and Institutions including Service
organizations such as Hospitals, Hotels, Transport Corporations etc. Our Salary accounts
are offered in four variants, i.e. Silver, Gold, Diamond and Platinum depending on the
gross monthly income of employees
The Package can be specially customized depending upon the business relationship that
the Corporate / Institution has with the Bank.
Research Methodology:
Research methodology
Research methodology is a methodology for collecting all sorts of information & data
pertaining to the subject in question. The objective is to examine all the issues involved &
conduct situational analysis. The methodology includes the overall research design,
sampling procedure & fieldwork done & finally the analysis procedure. The
methodology used in the study consistent of sample survey using both primary &
secondary data. The primary data has been collected with the help of questionnaire as
well as personal observation book, magazine; journals have been referred for secondary
data. The questionnaire has been drafted & presented by the researcher himself.
Sample Size:
Sample of 2000 people was taken into study, and their data was collected
Sampling Technique:
Data Collection:
Questionnaire
i.e., Primary data was collected through Questionnaire.
Data Analysis:
After data collection, I’m able to analyze customer’s views, ideas and opinions related
to Advance Product and about SBI Advance Product and from this, SBI will come to
know the customer requirements.
Data Interpretation:
As per questionnaire and market surveys I have find out different responses from
different people. According to their responses I analyze the findings and draw certain
remarks.
CHAPTER V
Data Analysis:
A detailed presentation of the findings of the study, with supporting data in the form
of tables and charts together with a validation of results, is the next step in writing the
main text of the report. This generally comprisesthe mainbody of the report, extending
overseveral chapters. The result section of the report should contain statistical
summaries and reductions of the data rather than the raw data. All the results should
be presented in logical sequence and split into readily identifiable sections. All
relevant results must find a place in the report. But one is to decide about what is
relevant in the basic question. Statisticaltools are to be used for analyzing the data,
which is mandatory.
Introduction
Jaipur Vidyut Vitran Nigam limited is engaged in distribution and supply of electricity in
12 districts of Rajasthan. The project that I am involved with deals with the improvement
of on-boarding experience of CSP customers. Vidyut Bhawan being a state government
undertaking has state government salary package tie up with the SBI. We visited the
corporate to seek their feedback of CSP customers.
Objective
The main idea of the visit of was to know the satisfaction level of CSP customers and
know the area of improvement in the CSP features.
Summary
The visit was held on 28th June 2019. There are six departments in Vidyut Bhawan. We
contacted the account officer of JVVNL (Jaipur Vidyut Vitran limited) Mr B.S. Basniwal.
We got chance to speak to different customers of corporate salary package. Here we
found out that most of the customers were not aware about the conversion of their regular
savings account to the corporate salary package account. Their was lack of awareness
among the customers. We took a survey through our customer feedback questionnaire in
which we got some suggestions to improve the experience of CSP customers. Most of the
customers wanted some special policies to be framed for Vidyut Bhawan as it has a
capacity of more than 6000 employees.
Following suggestions were given by the customers:
To eliminate the compulsory purchasing in credit card
To exempt the SMS charges
To reduce documentary formalities in day to day banking
To free credit card charges
Reasonable policies
Faster services
Findings
1. Lack of awareness among customer about the corporate salary package
2. Disappointment with the branch services
3. Unawareness of the benefits provided by the bank in CSP
4. Lack of communication between bank and customers
Recommendations:
To give a presentation on the corporate salary package or atleast send them the
message about the features of CSP
To implement a special policy or waive off some charges for vidyut bhawan due
to their mass employees accounts maintained at SBI.
Conclusion
SBI provides a large number of services to their customers but the awareness of these
services is equally important. We should improve our communication with the customers
to enhance their experience and get loyalty towards bank.
Introduction
The visit took place on 30th may at bagru. Global stones pvt ltd specializes in processing
of all kinds of rough granite4, marble, sandstone and onyx blocks, they bring to the world
range of coloured stones from quarries of south india, rajasthan, madhyapradesh and
Gujarat. We vsited the company to know the on- boarding experience of csp customers
and acquire new customers.
Experience of visit
We had conversation with the HR executive of global stones pvt ltd. We asked him his
experience about the features of CSP as well as the services of the bank’s branch in which
their accounts are maintained. We asked them to maintain their new accounts with the
SBI. The HR executive was not happy with the services of the SBI’s branch at Bagru. 300
CSP accounts were maintained at the branch from Global stones pvt ltd.
Findings
The firm was not satisfied with the services of branch as they dint get the quick response
from the branch personnel
The branch took more days to transfer the salary into their employees account
They did not know about all the benefits of CSP
They had misunderstanding about the personal accidental insurance, they thought we dint
provide them the claim
Information by us
Various benefits of CSP to the customers
The salary which was transferred manually was changed to the trigger system in which
the salary is transferred instantly
The insurance which they were claiming didnot come under the CSP
Recommendation
Faster services by the branch
Cooperation from the SBI personnel
Instant problem handling
Proper communication among customers and sbi employees
Conclusion
Overall the general impression we got from this visit was that even if the SBI is providing
the better features than other banks in CSP accounts, its not able to acquire new
customers due to the poor service quality of branches and irresponsiveness. In the days of
intense competition, superior service is the only differentiator left before banks to attract,
retain and partner with the customers.
CHAPTER VI
1. References
Reference Books, Journals, Newspapers, Web Sites, Reports, etc are to be listed, out
here.Use the APA style to enter the references.
[1] Greene, D. and Williams, P. C. Linear Accelerators for Radiation Therapy, Second
Edition. IOP Publishing Ltd., Bristol and Philadelphia, 1997.
[2] ISO. Language Of Temporal Ordering Specification, ISO 8807, International
Organization for Standardization, Geneva, 1989.
[3] Jacobson, J. and Andersen, O., 1997. Software Controlled Medical Devices.
Swedish National Testing and Research Institute, Sweden, 8(2), 142-147
[4] Turner, K. J. The Rules for Sailing Races on PDAs, J. Navigation, 23(5):114-240,
May 2002.