A

Page | I

Final Project Report on

“COMPARATIVE ANALYSIS OF PERSONAL

SERVICES PROVIDED BY ICICI BANK AND SBI
BANK”

SUBMITTED TO

ROYAL INSTITUTE OF MANAGEMENT & TECHNOLOGY,

CHIDANA
IN PARTIAL FULFILLMENT OF REQUIREMENT OF

MASTER OF BUSINESS ADMINISTRATION - FINANCE & MARKETING

(4th Sem.) Degree Course (2009-11)

Under the Supervision of : Submitted By:

Ashish Gupta
MBA Deptt. M.B.A. (4th Sem.)
RIMT, Chidana (Sonepat) Roll No.:………..
Page | II DECLARATION

I, ASHISH GUPTA, hereby declare that the following project report titled “Comparative Study
Of personal Services Provided by ICICI BANK & SBI BANK” is an authentic work done by
me. The information and finding presented in this reports are genuine, comprehensive and
realible based on the data collected by me. This project has been submitted in partial fulfillment
of requirement of MBA full time program from Royal Institute Of Management &
Techonology, Chidana Affilated to Maharshi Dayanand University.

Place………… Signature

.
 CERTIFICATE
Page | III
This is to certify that ASHISH GUPTA S/O Mr. SHYAM LAL GUPTA is a bonafide student
of Royal Institute Of Management & Techonology, Chidana(Sonepat) has worked under my
guidance for the Project Title “ Comparative Analysis Of Personal Services Offered by ICICI
BANK & SBI BANK”
This project report is prepared in partial fulfillment of Master of Business Administration
MBA(4th Sem).
To the best of my knowledge, this piece of work is original and no part of this report has been
submitted by the student to any other Institute/University earlier.

DATE: MBA DEPARTMENT

R.I.M.T., CHIDANA
 ACKNOWLEDGEMENT

Page | IV This report is a synergistic result of many mind efforts. I am very glad to thank all the
people who acted as guides, work as inspiration and my colleagues who directly or indirectly
helped me through my project. This report has been analyzed and sharpened by their intellectual
powers.

I would like to express my gratitude to my project Guide whose

assistance, vision and valuable time that they shared with me will always be a source of
inspiration. This study is the out growth of timely guidance, constant supervision and direction
of my faculty their encouragement and guidance has helped in enrichment of my thoughts from
different perspective.

Date: ASHISH GUPTA

 CONTENT
Front Cover i
Page | V Declaration ii
Certificate iii
Acknowledgement iv

CHAPTER 1 EXECUTIVE SUMMARY

CHAPTER 2 OBJECTIVES OF STUDY

CHAPTER 3 INTODUCTION

CHAPTER 4 REVIEW OF LITERATURE

CHAPTER 5 COMPANY PROFILE

CHAPTER 6 RESEARCH METHODOLOGY

CHAPTER 7 ANALYSIS & INTERPRETATION

CHAPTER 8 CONCLUSION

CHAPTER 9 RECOMMENDATIONS

APPENDIX
A.1: QUESTIONNAIRE

A.2: BIBLOGRAPHY

A.3: REFERENCES
 EXECUTIVE SUMMARY

In the growing global competition, the productivity of any

business concern depends upon the behavioural aspects
of consumers. The topics deals with the consumer`s
perception towards other advanceproduct from SBI and
ICICI investment. This project report begins with the
introduction to the company profile, its operation and its
organization structure etc.
 RESEARCH OBJECTIVE

 To study whether the customers are satisfied with their services among ICICI bank and
SBI bank
 To know about the Customer preferences among ICICI and SBI bank
 To give Suggestions to improve the services.
INTRODUCTION
OVERVIEW OF THE BANKING INDUSTRY:

Banking in India originated in the last decades of the 18th century. The oldest bank in
existence in India is the State Bank of India, a government-owned bank that traces its origins
back to June 1806 and that is the largest commercial bank in the country. Central banking is the
responsibility of the Reserve Bank of India, which in 1935 formally took over these
responsibilities from the then Imperial Bank of India, relegating it to commercial banking
functions. After India's independence in 1947, the Reserve Bank was nationalized and given
broader powers. In 1969 the government nationalized the 14 largest commercial banks; the
government nationalized the six next largest in 1980.

Currently, India has 88 scheduled commercial banks (SCBs) - 27 public sector banks (that is
with the Government of India holding a stake), 29 private banks (these do not have government
stake; they may be publicly listed and traded on stock exchanges) and 31 foreign banks. They
have a combined network of over 53,000 branches and 17,000 ATMs. According to a report by
ICRA Limited, a rating agency, the public sector banks hold over 75 percent of total assets of
the banking industry, with the private and foreign banks holding 18.2% and 6.5% respectively.

Early history:

Banking in India originated in the last decades of the 18th century. The first banks were The
General Bank of India, which started in 1786, and the Bank of Hindustan, both of which are
now defunct. The oldest bank in existence in India is the State Bank of India, which originated
in the Bank of Calcutta in June 1806, which almost immediately became the Bank of Bengal.
This was one of the three presidency banks, the other two being the Bank of Bombay and the
Bank of Madras, all three of which were established under charters from the British East India
Company. For many years the Presidency banks acted as quasi-central banks, as did their
successors. The three banks merged in 1925 to form the Imperial Bank of India, which, upon
India's independence, became the State Bank of India.

Indian merchants in Calcutta established the Union Bank in 1839, but it failed in 1848 as a
consequence of the economic crisis of 1848-49. The Allahabad Bank, established in 1865 and
still functioning today, is the oldest Joint Stock bank in India. When the American Civil War
stopped the supply of cotton to Lancashire from the Confederate States, promoters opened
banks to finance trading in Indian cotton. With large exposure to speculative ventures, most of
the banks opened in India during that period failed. The depositors lost money and lost interest
in keeping deposits with banks. Subsequently, banking in India remained the exclusive domain
of Europeans for next several decades until the beginning of the 20th century.

Foreign banks too started to arrive, particularly in Calcutta, in the 1860s. The Comptoire
d'Escompte de Paris opened a branch in Calcutta in 1860, and another in Bombay in 1862;
branches in Madras and Pondicherry, then a French colony, followed. Calcutta was the most
active trading port in India, mainly due to the trade of the British Empire, and so became a
banking center.

Around the turn of the 20th Century, the Indian economy was passing through a relative period
of stability. Around five decades had elapsed since the Indian Mutiny, and the social, industrial
and other infrastructure had improved. Indians had established small banks, most of which
served particular ethnic and religious communities.

The presidency banks dominated banking in India but there were also some exchange banks and
a number of Indian joint stock banks. All these banks operated in different segments of the
economy. The exchange banks, mostly owned by Europeans, concentrated on financing foreign
trade. Indian joint stock banks were generally under capitalized and lacked the experience and
maturity to compete with the presidency and exchange banks. This segmentation let Lord
Curzon to observe, "In respect of banking it seems we are behind the times. We are like some
old fashioned sailing ship, divided by solid wooden bulkheads into separate and cumbersome
compartments."

By the 1900s, the market expanded with the establishment of banks such as Punjab National
Bank, in 1895 in Lahore and Bank of India, in 1906, in Mumbai - both of which were founded
under private ownership. Punjab National Bank is the first Swadeshi Bank founded by the
leaders like Lala Lajpat Rai, Sardar Dyal Singh Majithia. The Swadeshi movement in particular
inspired local businessmen and political figures to found banks of and for the Indian
community. A number of banks established then have survived to the present such as Bank of
India, Corporation Bank, Indian Bank, Bank of Baroda, Canara Bank and Central Bank of
India.The fervour of Swadeshi movement lead to establishing of many private banks in

Dakshina Kannada and Udupi district which were unified earlier and known by the name South
Canara ( South Kanara ) district.Four nationalised banks started in this district and also a
leading private sector bank. Hence undivided Dakshina Kannada district is known as "Cradle of
Indian Banking".

From World War I to Independence:

The period during the First World War (1914-1918) through the end of the Second World War
(1939-1945), and two years thereafter until the independence of India were challenging for
Indian banking. The years of the First World War were turbulent, and it took its toll with banks
simply collapsing despite the Indian economy gaining indirect boost due to war-related
economic activities. At least 94 banks in India failed between 1913 and 1918 as indicated in the
following table:

Number of banks Authorized capital Paid-up Capital

Years
that failed (Rs. Lakhs) (Rs. Lakhs)

1913 12 274 35

1914 42 710 109

1915 11 56 5

1916 13 231 4

1917 9 76 25

1918 7 209 1
Post-independence:

The partition of India in 1947 adversely impacted the economies of Punjab and West Bengal,
paralyzing banking activities for months. India's independence marked the end of a regime of
the Laissez-faire for the Indian banking. The Government of India initiated measures to play an
active role in the economic life of the nation, and the Industrial Policy Resolution adopted by
the government in 1948 envisaged a mixed economy. This resulted into greater involvement of
the state in different segments of the economy including banking and finance. The major steps
to regulate banking included:

• In 1948, the Reserve Bank of India, India's central banking authority, was nationalized,
and it became an institution owned by the Government of India.

• In 1949, the Banking Regulation Act was enacted which empowered the Reserve Bank
of India (RBI) "to regulate, control, and inspect the banks in India."

• The Banking Regulation Act also provided that no new bank or branch of an existing
bank could be opened without a license from the RBI, and no two banks could have
common directors.

However, despite these provisions, control and regulations, banks in India except the State Bank
of India, continued to be owned and operated by private persons. This changed with the
nationalization of major banks in India on 19 July, 1969.

Nationalization:

By the 1960s, the Indian banking industry has become an important tool to facilitate the
development of the Indian economy. At the same time, it has emerged as a large employer, and
a debate has ensued about the possibility to nationalize the banking industry. Indira Gandhi, the-
then Prime Minister of India expressed the intention of the GOI in the annual conference of the
All India Congress Meeting in a paper entitled "Stray thoughts on Bank Nationalization." The
paper was received with positive enthusiasm. Thereafter, her move was swift and sudden, and
the GOI issued an ordinance and nationalized the 14 largest commercial banks with effect from
the midnight of July 19, 1969. Jayaprakash Narayan, a national leader of India, described the
step as a "masterstroke of political sagacity." Within two weeks of the issue of the ordinance,
the Parliament passed the Banking Companies (Acquisition and Transfer of Undertaking) Bill,
and it received the presidential approval on 9 August, 1969.

A second dose of nationalization of 6 more commercial banks followed in 1980. The stated
reason for the nationalization was to give the government more control of credit delivery. With
the second dose of nationalization, the GOI controlled around 91% of the banking business of
India. Later on, in the year 1993, the government merged New Bank of India with Punjab
National Bank. It was the only merger between nationalized banks and resulted in the reduction
of the number of nationalized banks from 20 to 19. After this, until the 1990s, the nationalized
banks grew at a pace of around 4%, closer to the average growth rate of the Indian economy.

The nationalized banks were credited by some, including Home minister P. Chidambaram, to
have helped the Indian economy withstand the global financial crisis of 2007-2009.

Liberalization:

In the early 1990s, the then Narsimha Rao government embarked on a policy of liberalization,
licensing a small number of private banks. These came to be known as New Generation tech-
savvy banks, and included Global Trust Bank (the first of such new generation banks to be set
up), which later amalgamated with Oriental Bank of Commerce, UTI Bank(now re-named as
Axis Bank), ICICI Bank and HDFC Bank. This move, along with the rapid growth in the
economy of India, revitalized the banking sector in India, which has seen rapid growth with
strong contribution from all the three sectors of banks, namely, government banks, private
banks and foreign banks.

The next stage for the Indian banking has been setup with the proposed relaxation in the norms
for Foreign Direct Investment, where all Foreign Investors in banks may be given voting rights
which could exceed the present cap of 10%,at present it has gone up to 49% with some
restrictions.

The new policy shook the Banking sector in India completely. Bankers, till this time, were used
to the 4-6-4 method (Borrow at 4%;Lend at 6%;Go home at 4) of functioning. The new wave
ushered in a modern outlook and tech-savvy methods of working for traditional banks.All this
led to the retail boom in India. People not just demanded more from their banks but also
received more.

Currently (2007), banking in India is generally fairly mature in terms of supply, product range
and reach-even though reach in rural India still remains a challenge for the private sector and
foreign banks. In terms of quality of assets and capital adequacy, Indian banks are considered to
have clean, strong and transparent balance sheets relative to other banks in comparable
economies in its region. The Reserve Bank of India is an autonomous body, with minimal
pressure from the government. The stated policy of the Bank on the Indian Rupee is to manage
volatility but without any fixed exchange rate-and this has mostly been true.

With the growth in the Indian economy expected to be strong for quite some time-especially in
its services sector-the demand for banking services, especially retail banking, mortgages and
investment services are expected to be strong. One may also expect M&As, takeovers, and asset
sales.

In March 2006, the Reserve Bank of India allowed Warburg Pincus to increase its stake in
Kotak Mahindra Bank (a private sector bank) to 10%. This is the first time an investor has been
allowed to hold more than 5% in a private sector bank since the RBI announced norms in 2005
that any stake exceeding 5% in the private sector banks would need to be vetted by them.

In recent years critics have charged that the non-government owned banks are too aggresive in
their loan recovery efforts in connection with housing, vehicle and personal loans. There are
press reports that the banks' loan recovery efforts have driven defaulting borrowers to suicide.
 REVIEW OF LITERATURE

The banking sector in India has made remarkable progress since the economic reforms in 1991.
New private sector banks have brought the necessary competition into the industry and
spearheaded the changes towards higher utilization of technology, improved customer service
and innovative products. Customers are now becoming increasingly conscious of their rights
and are demanding more than ever before. The recent trends show that most banks are shifting
from a “product-centric model” to a “customer-centric model” as customer satisfaction has
become one of the major determinants of business growth. In this context, prioritization of
preferences and close monitoring of customer satisfaction have become essential for banks.
Keeping these in mind, an attempt has been made in this study to analyze the factors that are
essential in influencing the investment decision of the customers of the public sector banks. For
this purpose, Factor Analysis, which is the most appropriate multivariate technique, has been
used to identify the groups of determinants. Factor analysis identifies common dimensions of
factors from the observed variables that link together the seemingly unrelated variables and
provides insight into the underlying structure of the data. Secondly, this study also suggests
some measures to formulate marketing strategies to lure customers towards banks.

Key Words:
Bank:
A bank is a financial institution whose primary activity is to act as a payment agent for
customers and to borrow and lend money. It is an institution for receiving, keeping, and lending
money.

Mobile Banking:

Mobile banking (also known as M-Banking, mbanking, SMS Banking etc.) is a term used for
performing balance checks, account transactions, payments etc. via a mobile device such as a
mobile phone. Mobile banking today (2007) is most often performed via SMS or the Mobile
Internet but can also use special programs called clients downloaded to the mobile device.
Internet Banking:

Online banking (or Internet banking) allows customers to conduct financial transactions on a
secure website operated by their retail or virtual bank, credit union or building society.

Core Banking System:

Core Banking is a general term used to describe the services provided by a group of networked
bank branches. Bank Customers may access their funds and other simple transactions from any
of the menber branch offices.

Atm:
An automated teller machine (ATM) is a computerized telecommunications device that
provides the customers of a financial institution with access to financial transactions in a public
space without the need for a human clerk or bank teller. On most modern ATMs, the customer
is identified by inserting a plastic ATM card with a magnetic stripe or a plastic smartcard with a
chip, that contains a unique card number and some security information, such as an expiration
date or CVC (CVV). Security is provided by the customer entering a personal identification
number (PIN).

Using an ATM, customers can access their bank accounts in order to make cash withdrawals (or
credit card cash advances) and check their account balances as well as purchasing mobile cell
phone prepaid credit. ATMs are known by various other names including automated banking
machine, money machine, bank machine, cash machine, hole-in-the-wall, cashpoint, Bancomat
(in various countries in Europe and Russia), Multibanco (after a registered trade mark, in
Portugal), and Any Time Money (in India).
 COMPANY PROFILE

Company Profile of SBI:

 State Bank of India (SBI) is India's largest commercial bank. SBI has a vast
domestic network of over 9000 branches (approximately 14% of all bank branches) and
commands one-fifth of deposits and loans of all scheduled commercial banks in India.

The State Bank Group includes a network of eight banking subsidiaries and several
non-banking subsidiaries offering merchant banking services, fund management, factoring
services, primary dealership in government securities, credit cards and insurance.

The eight banking subsidiaries are:

1-State Bank of Bikaner and Jaipur (SBBJ)

2-State Bank of Hyderabad (SBH)
3-State Bank of India (SBI)
4-State Bank of Indore (SBIR)
5-State Bank of Mysore (SBM)
6-State Bank of Patiala (SBP)
7-State Bank of Saurashtra (SBS)
8-State Bank of Travancore (SBT)

1 July 1843) followed the Bank of Bengal. These three banks remained at the apex of 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 2 June 1806. Three years later the bank
received its charter and was re-designed as the Bank of Bengal (2 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 (15 April 1840) and the Bank of Madras (modern banking in
India till their amalgamation as the Imperial Bank of India on 27 January 1921.

Primarily Anglo-Indian creations, the three presidency banks came into existence either as a
result of the compulsions of imperial finance or by the felt needs of local European commerce
and were not imposed from outside in an arbitrary manner to modernise India's economy. Their

evolution was, however, shaped by ideas culled from similar developments in Europe and
England, and was influenced by changes occurring in the structure of both the local trading
environment and those in the relations of the Indian economy to the economy of Europe and the
global economic framework.

Establishment

The establishment of the Bank of Bengal marked the advent of limited liability, joint-stock
banking in India. So was the associated innovation in banking, viz. the decision to allow the
Bank of Bengal to issue notes, which would be accepted for payment of public revenues within
a restricted geographical area. This right of note issue was very valuable not only for the Bank
of Bengal but also its two siblings, the Banks of Bombay and Madras. It meant an accretion to
the capital of the banks, a capital on which the proprietors did not have to pay any interest. The
concept of deposit banking was also an innovation because the practice of accepting money for
safekeeping (and in some cases, even investment on behalf of the clients) by the indigenous
bankers had not spread as a general habit in most parts of India. But, for a long time, and
especially upto the time that the three presidency banks had a right of note issue, bank notes and
government balances made up the bulk of the investible resources of the banks.

The three banks were governed by royal charters, which were revised from time to time. Each
charter provided for a share capital, four-fifth of which were privately subscribed and the rest
owned by the provincial government. The members of the board of directors, which managed
the affairs of each bank, were mostly proprietary directors representing the large European
managing agency houses in India. The rest were government nominees, invariably civil
servants, one of whom was elected as the president of the board.

Business

The business of the banks was initially confined to discounting of bills of exchange or other
negotiable private securities, keeping cash accounts and receiving deposits and issuing and
circulating cash notes. Loans were restricted to Rs.one lakh and the period of accommodation
confined to three months only. The security for such loans was public securities, commonly
called Company's Paper, bullion, treasure, plate, jewels, or goods 'not of a perishable nature' and
no interest could be charged beyond a rate of twelve per cent. Loans against goods like opium,
indigo, salt woollens, cotton, cotton piece goods, mule twist and silk goods were also granted

but such finance by way of cash credits gained momentum only from the third decade of the
nineteenth century. All commodities, including tea, sugar and jute, which began to be financed
later, were either pledged or hypothecated to the bank. Demand promissory notes were signed
by the borrower in favour of the guarantor, which was in turn endorsed to the bank. Lending
against shares of the banks or on the mortgage of houses, land or other real property was,
however, forbidden.

Indians were the principal borrowers against deposit of Company's paper, while the business of
discounts on private as well as salary bills was almost the exclusive monopoly of individuals
Europeans and their partnership firms. But the main function of the three banks, as far as the
government was concerned, was to help the latter raise loans from time to time and also provide
a degree of stability to the prices of government securities.

Major change in the conditions

A major change in the conditions of operation of the Banks of Bengal, Bombay and Madras
occurred after 1860. With the passing of the Paper Currency Act of 1861, the right of note issue
of the presidency banks was abolished and the Government of India assumed from 1 March
1862 the sole power of issuing paper currency within British India. The task of management and
circulation of the new currency notes was conferred on the presidency banks and the
Government undertook to transfer the Treasury balances to the banks at places where the banks
would open branches. None of the three banks had till then any branches (except the sole
attempt and that too a short-lived one by the Bank of Bengal at Mirzapore in 1839) although the
charters had given them such authority. But as soon as the three presidency bands were assured
of the free use of government Treasury balances at places where they would open branches,
they embarked on branch expansion at a rapid pace. By 1876, the branches, agencies and sub
agencies of the three presidency banks covered most of the major parts and many of the inland
trade centres in India. While the Bank of Bengal had eighteen branches including its head
office, seasonal branches and sub agencies, the Banks of Bombay and Madras had fifteen each.

Presidency Banks Act

The presidency Banks Act, which came into operation on 1 May 1876, brought the three
presidency banks under a common statute with similar restrictions on business. The proprietary
connection of the Government was, however, terminated, though the banks continued to hold
charge of the public debt offices in the three presidency towns, and the custody of a part of the
government balances. The Act also stipulated the creation of Reserve Treasuries at Calcutta,
Bombay and Madras into which sums above the specified minimum balances promised to the
presidency banks at only their head offices were to be lodged. The Government could lend to
the presidency banks from such Reserve Treasuries but the latter could look upon them more as
a favour than as a right.

The decision of the Government to keep the surplus balances in Reserve Treasuries outside the
normal control of the presidency banks and the connected decision not to guarantee minimum
government balances at new places where branches were to be opened effectively checked the
growth of new branches after 1876. The pace of expansion witnessed in the previous decade fell
sharply although, in the case of the Bank of Madras, it continued on a modest scale as the
profits of that bank were mainly derived from trade dispersed among a number of port towns
and inland centres of the presidency.

India witnessed rapid commercialisation in the last quarter of the nineteenth century as its
railway network expanded to cover all the major regions of the country. New irrigation
networks in Madras, Punjab and Sind accelerated the process of conversion of subsistence crops
into cash crops, a portion of which found its way into the foreign markets. Tea and coffee
plantations transformed large areas of the eastern Terais, the hills of Assam and the Nilgiris into
regions of estate agriculture par excellence. All these resulted in the expansion of India's
international trade more than six-fold. The three presidency banks were both beneficiaries and
promoters of this commercialisation process as they became involved in the financing of
practically every trading, manufacturing and mining activity in the sub-continent. While the
Banks of Bengal and Bombay were engaged in the financing of large modern manufacturing
industries, the Bank of Madras went into the financing of large modern manufacturing
industries, the Bank of Madras went into the financing of small-scale industries in a way which

had no parallel elsewhere. But the three banks were rigorously excluded from any business
involving foreign exchange..

Presidency Banks of Bengal

The presidency Banks of Bengal, Bombay and Madras with their 70 branches were merged in
1921 to form the Imperial Bank of India. The triad had been transformed into a monolith and a
giant among Indian commercial banks had emerged. The new bank took on the triple role of a
commercial bank, a banker's bank and a banker to the government.

But this creation was preceded by years of deliberations on the need for a 'State Bank of India'.
What eventually emerged was a 'half-way house' combining the functions of a commercial bank
and a quasi-central bank. The establishment of the Reserve Bank of India as the central bank of
the country in 1935 ended the quasi-central banking role of the Imperial Bank. The latter ceased
to be bankers to the Government of India and instead became agent of the Reserve Bank for the
transaction of government business at centres at which the central bank was not established. But
it continued to maintain currency chests and small coin depots and operate the remittance
facilities scheme for other banks and the public on terms stipulated by the Reserve Bank. It also
acted as a bankers' bank by holding their surplus cash and granting them advances against
authorised securities. The management of the bank clearing houses also continued with it at
many places where the Reserve Bank did not have offices. The bank was also the biggest
tenderer at the Treasury bill auctions conducted by the Reserve Bank on behalf of the
Government.

The establishment of the Reserve Bank simultaneously saw important amendments being made
to the constitution of the Imperial Bank converting it into a purely commercial bank. The earlier
restrictions on its business were removed and the bank was permitted to undertake foreign
exchange business and executor and trustee business for the first time.
Imperial Bank

The Imperial Bank during the three and a half decades of its existence recorded an impressive
growth in terms of offices, reserves, deposits, investments and advances, the increases in some
cases amounting to more than six-fold. The financial status and security inherited from its
forerunners no doubt provided a firm and durable platform. But the lofty traditions of banking
which the Imperial Bank consistently maintained and the high standard of integrity it observed
in its operations inspired confidence in its depositors that no other bank in India could perhaps
then equal. All these enabled the Imperial Bank to acquire a pre-eminent position in the Indian
banking industry and also secure a vital place in the country's economic life.

When India attained freedom, the Imperial Bank had a capital base (including reserves) of
Rs.11.85 crores, deposits and advances of Rs.275.14 crores and Rs.72.94 crores respectively
and a network of 172 branches and more than 200 sub offices extending all over the country.

First Five Year Plan

In 1951, when the First Five Year Plan was launched, the development of rural India was given
the highest priority. The commercial banks of the country including the Imperial Bank of India
had till then confined their operations to the urban sector and were not equipped to respond to
the emergent needs of economic regeneration of the rural areas. In order, therefore, to serve the
economy in general and the rural sector in particular, the All India Rural Credit Survey
Committee recommended the creation of a state-partnered and state-sponsored bank by taking
over the Imperial Bank of India, and integrating with it, the former state-owned or state-
associate banks. An act was accordingly passed in Parliament in May 1955 and the State Bank
of India was constituted on 1 July 1955. More than a quarter of the resources of the Indian
banking system thus passed under the direct control of the State. Later, the State Bank of India
(Subsidiary Banks) Act was passed in 1959, enabling the State Bank of India to take over eight
former State-associated banks as its subsidiaries (later named Associates).

The State Bank of India was thus born with a new sense of social purpose aided by the 480
offices comprising branches, sub offices and three Local Head Offices inherited from the
Imperial Bank. The concept of banking as mere repositories of the community's savings and
lenders to creditworthy parties was soon to give way to the concept of purposeful banking
subserving the growing and diversified financial needs of planned economic development. The
State Bank of India was destined to act as the pacesetter in this respect and lead the Indian
banking system into the exciting field of national development.

TIMELINE

• June 2, 1806: The Bank of Calcutta established.

• January 2, 1809: This became the Bank of Bengal.

• April 15, 1840: Bank of Bombay established.

• July 1, 1843: Bank of Madras established.

• 1861: Paper Currency Act passed.

• January 27, 1921: all three banks amalgamated to form Imperial Bank of India.

• July 1, 1955: State Bank of India formed; becomes the first Indian bank to be

nationalized.

• 1959: State Bank of India (Subsidiary Banks) Act passed, enabling the State Bank of

India to take over eight former State-associated banks as its subsidiaries.

• 1980s When Bank of Cochin in Kerala faced a financial crisis, the government merged it

with State Bank of India.

• June 29, 2007: The Government of India today acquired the entire Reserve Bank of

India (RBI) shareholding in State Bank of India (SBI), consisting of over 314 million

equity shares at a total amount of over 355 billion rupees.

 AWARDS

• Best Executive” Award to the Chairman by Asia Money. State Bank of India also

improved its v ranking in “Fortune” 500 Global List, “Forbes” list of 2000 largest

companies in the world, “Banker” list of top 1000 world banks, Brand Finance – Global

500 Financial Brand recognition, to name a few. “Most Admired Infrastructure

Financier” Award by KPMG, “Top Public Sector Bank under SME Financing” by Dun

and Bradstreet

• The Bank was voted, for the third year in a row, as the “Most PreferrednHousing Loan”

and “Most Preferred Bank” in the CNBC AWAAZ Consumer Awards in a survey

conducted by CNBC TV18 in association with AG Nielsen & Company. The Bank was

also awarded the “Best Home Loan Provider” as well as “The Best Bank” – by Outlook

Money Awards, 2008.

• SBI has been rated as the Best Public Sector Bank for Rural Reach by Dun & Bradstreet.

The Bank has won awards for topping SHG-Bank Credit linkage in Orissa, Jharkhand,

Maharashtra, Uttarakhand, Tamil Nadu and Uttar Pradesh.

• The Bank was awarded Reader’s Digest “Pegasus Corporate Social Responsibility

Award 2007” in recognition of its contribution towards Rural Community Development.

• The Bank was conferred the following National awards by the Government of India

(GOI), Ministry of Micro Small and Medium Enterprises for the FY 2007- 08:

(i) First under "National Awards for excellence in lending to Micro Enterprises".

(ii) Second under "National Awards for Excellence in MSE Lending".

(iii) The Bank was also presented an award for outstanding performance in the

area of finance to SMEs by Dun & Bradstreet.

 • State Bank of India wins 2 awards for Best Rural Banking Initiative and Best IT

Architecture.

Associate banks:

There are seven other associate banks that fall under SBI. They all use the "State Bank
of" name followed by the regional headquarters' name. These were originally banks belonging
to princely states before the government nationalized them in 1959. In tune with the first Five
Year Plan, emphasizing the development of rural India, the government integrated these banks
with the State Bank of India to expand its rural outreach. The State Bank group refers to the
seven associates and the parent bank. All the banks use the same logo of a blue keyhole.
Currently, the group is merging all the associate banks into SBI, which will create a "mega
bank", and one hopes, streamline operations and unlock value.

Foreign Offices:

State Bank of India is present in 32 countries, where it has 84 offices serving the
international needs of the bank's foreign customers, and in some cases conducts retail
operations. The focus of these offices is India-related business.

Foreign Branches:

SBI has branches in these countries:

• Australia Hong Kong

• Bahrain Israel
• Bangladesh Japan
• Belgium People`s Republic Of China
• Canada Republic Of Maldives
• Dubai Singapore
• France South Africa
• Germany Sultanate Of Oman
• Sri Lanka The Bahamas
• U.K. U.S.A.
Subsidiaries and Joint Ventures:

• In addition to the foreign branches above, SBI has these wholly owned
subsidiaries and joint ventures:
• Nepal State Bank Limited
• SBI Mauritius
• Indian Ocean International Bank (Mauritius)
• SBI Canada
• SBI California

Growth:

State Bank of India has often acted as guarantor to the Indian Government, most notably during
Chandra Shekhar's tenure as Prime Minister of India. With more than 9400 branches and a
further 4000+ associate bank branches, the SBI has extensive coverage. Following its arch-rival
ICICI Bank, State Bank of India has electronically networked most of its metropolitan, urban
and semi-urban branches under its Core Banking System (CBS), with over 4500 branches being
incorporated so far. The bank has the largest ATM network in the country having more than
5600 ATMs [1]. The State Bank of India has had steady growth over its history, though the
Harshad Mehta scam in 1992 marred its image. In recent years, the bank has sought to expand
its overseas operations by buying foreign banks. It is the only Indian bank to feature in the top
100 world banks in the Fortune Global 500 rating and various other rankings. According to the
Forbes 2000 listing it tops all Indian companies.

IT Initiatives:

According to PM Network (December 2006, Vol. 20, No. 12), State Bank of India
launched a project in 2002 to network more than 16,000 domestic and 70 foreign offices and
branches. The first and the second phases of the project have already been completed and the
third phase is still in progress. As of Feburary,2011 over 16,000 branches have been covered.
The new infrastructure serves as the bank's backbone, carrying all applications, such as the IP
telephone network, ATM network, Internet banking and internal e-mail. The new infrastructure
has enabled the bank to rasise its ATM network to 26000 approx. till feb, 2011 end..
Activities:
State Bank of India administrative structure is well equipped to oversee the large
network of branches in India and abroad. The State Bank of India 14 Local Head Offices and 57
Zonal Offices are located at important cities spread throughout the country. State Bank of India
has 52 foreign offices in 34 countries across the globe. The Corporate Accounts Group is a
Strategic Business Unit of the Bank set up exclusively to fulfill the specialized banking needs of
top corporate in the country.

The main activities of are into -

• Personal Banking.
• NRI Services.
• Agriculture.
• International.
• Corporate.
• SME.
• Domestic Treasury.

State Bank of India offers the following services to its customers -

• Domestic Treasury.
• SBI Vishwa Yatra Foreign Travel Card.
• Broking Services
• Revised Service Charge.
• ATM Services.
• Internet Banking.
• E-Pay.
• E-Rail.
• RBIEFT.
• Safe Deposit Lockers.
• Gift Cheques.
• MICR Codes.
• Foreign Inward Remittances.
Moreover, State Bank of India has Colleges/Institutes/Training Centers that are the seats of
learning and research and development. It caters not only to the employees of State Bank of
India but also other banks/establishments in India and abroad.

Performance:
SBI Bank India had Total Income of Rs 66234.35 crore for the half year ended
September-2010 in comparison to Rs. 33101.65 crore for the half year ended September-2009.
State Bank of India has posted Net Income to the tune of Rs 10958.89 crore for the half year
ended September-2010.

Organization:
List of Directors on the Central Board of

State Bank of India

As on date (31.12.2010)

Sr. Sec. of SBI Act,

Name of Director Designation
No. 1955

1 Shri O. P. Bhatt Chairman 19 (a)

Managing
2 Shri R. Sridharan 19 (b)
Director

Dr. Ashok
3 Director 19 (c)
Jhunjhunwala

Shri Dileep C.
4 Director 19 (c)
Choksi

Shri S.
5 Director 19 (c)
Venkatachalam
6 Shri D. Sundaram Director 19 (c)

Officer
7 Shri. G. D. Nadaf Employee 19 (c, b)
Director

Dr. (Mrs.)
8 Vasantha Director 19 (d)
Bharucha

9 Dr. Rajiv Kumar Director 19 (d)

Shri Ashok
10 Director 19 (e)
Chawla

Smt. Shyamala
11 Director 19 (f)
Gopinath
Company Profile of ICICI:

ICICI Bank is India's second-largest bank with total assets of Rs. 3,634.00 billion (US$
81 billion) at March 31, 2010 and profit after tax Rs. 40.25 billion (US$ 896 million) for the
year ended March 31, 2010. The Bank has a network of 2,529 branches and 6,000 ATMs in
India, and has a presence in 19 countries, including India.

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
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).
History:

ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution,
and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was reduced to 46%
through a public offering of shares in India in fiscal 1998, an equity offering in the form of
ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of Madura Limited
in an all-stock amalgamation in fiscal 2001, and secondary market sales by ICICI to
institutional investors in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at the initiative
of the World Bank, the Government of India and representatives of Indian industry. The
principal objective was to create a development financial institution for providing medium-term
and long-term project financing to Indian businesses.

In the 1990s, ICICI transformed its business from a development financial institution offering
only project finance to a diversified financial services group offering a wide variety of products
and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank.
In 1999, ICICI become the first Indian company and the first bank or financial institution from
non-Japan Asia to be listed on the NYSE.

After consideration of various corporate structuring alternatives in the context of the emerging
competitive scenario in the Indian banking industry, and the move towards universal banking,
the managements of ICICI and ICICI Bank formed the view that the merger of ICICI with
ICICI Bank would be the optimal strategic alternative for both entities, and would create the
optimal legal structure for the ICICI group's universal banking strategy. The merger would
enhance value for ICICI shareholders through the merged entity's access to low-cost deposits,
greater opportunities for earning fee-based income and the ability to participate in the payments
system and provide transaction-banking services. The merger would enhance value for ICICI
Bank shareholders through a large capital base and scale of operations, seamless access to
ICICI's strong corporate relationships built up over five decades, entry into new business
segments, higher market share in various business segments, particularly fee-based services, and
access to the vast talent pool of ICICI and its subsidiaries.
In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of
ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial
Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was
approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of
Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the
Reserve Bank of India in April 2002. Consequent to the merger, the ICICI group's financing and
banking operations, both wholesale and retail, have been integrated in a single entity. ICICI
Bank has formulated a Code of Business Conduct and Ethics for its directors and employees.

MILESTONES

1955: The Industrial Credit and Investment Corporation of India Limited (ICICI) was
incorporated at the initiative of World Bank, the Government of India and representatives of
Indian industry, with the objective of creating a development financial institution for providing
medium-term and long-term project financing to Indian businesses. Mr.A.Ramaswami Mudaliar
is elected as the first Chairman of ICICI Limited.

ICICI emerges as the major source of foreign currency loans to Indian industry. Besides
funding from World Bank and other multi-lateral agencies, ICICI was also among the
first Indian companies to raise funds from international markets.

1956: ICICI declared its first dividend, of 3.5%.

1958: Mr.G.L.Mehta appointed the second Chairman of ICICI Ltd.

1960: ICICI building at 163, Backbay Reclamation, inaugurated.

1961: The first West German loan of DM 5 million from Kredianstalt obtained.

1967: ICICI made its first debenture issue for Rs.6 crore, which was oversubscribed.

1969: The first two regional offices set up in Calcutta and Madras.

1972: ICICI becomes the second entity in India to set up merchant banking services.

Mr. H. T. Parekh appointed the third Chairman of ICICI.

1977: ICICI sponsored the formation of Housing Development Finance Corporation and
manages its first equity public issue.

1978: Mr. James Raj appointed the fourth Chairman of ICICI.

1979: Mr.Siddharth Mehta appointed the fifth Chairman of ICICI.

1982: ICICI became the first ever Indian borrower to raise European Currency Units.

ICICI commences leasing business.

1984: Mr. S. Nadkarni appointed the sixth Chairman of ICICI.

1985: Mr. N.Vaghul appointed the seventh Chairman and Managing Director of ICICI.

1986: ICICI became the first Indian institution to receive ADB Loans.

ICICI, along with UTI, set up Credit Rating Information Services of India Limited,
India's first professional credit rating agency.

ICICI promotes Shipping Credit and Investment Company of India Limited.

The Corporation made a public issue of Swiss Franc 75 million in Switzerland, the first
public issue by any Indian entity in the Swiss Capital Market.

1987: ICICI signed a loan agreement for Sterling Pound 10 million with Commonwealth
Development Corporation (CDC), the first loan by CDC for financing projects in India.

1988: Promoted TDICI - India's first venture capital company.

1993: ICICI Securities and Finance Company Limited in joint venture with J. P. Morgan set up.

ICICI Asset Management Company set up.

1994: ICICI Bank set up.

1996: ICICI Ltd became the first company in the Indian financial sector to raise GDR.

SCICI merged with ICICI Ltd.

Mr. K.V.Kamath appointed the Managing Director and CEO of ICICI Ltd
1997 : ICICI Ltd was the first intermediary to move away from a single prime rate structure to a
three-tier prime rates structure and introduced yield-curve-based pricing.

The name "The Industrial Credit and Investment Corporation of India Ltd" changed to
"ICICI Ltd."

ICICI Ltd. announced the takeover of ITC Classic Finance.

1998: A new logo symbolizing the common corporate identity for the ICICI Group was
introduced.

ICICI announced takeover of Anagram Finance.

1999 : ICICI launched retail finance - car loans, home loans and loans for consumer durables.

ICICI becomes the first Indian company to get listed on the NYSE through an issue of
American Depositary Shares.

2000 : ICICI Bank became the first commercial bank from India to get its stock listed on the
NYSE.

ICICI Bank announces merger with Bank of Madura.

2001: The Boards of ICICI Ltd and ICICI Bank approved the merger of ICICI Ltd. with ICICI
Bank.

2002: ICICI Ltd merged with ICICI Bank Ltd to create India’s second-largest bank in terms of
assets.

ICICI assigned higher than "Sovereign" rating by Moody’s.

ICICI Bank launched India’s first CDO (Collateralised Debt Obligation) Fund named
Indian Corporate Collateralised Debt Obligation Fund (ICCDO Fund).

"E-Lobby", a self-service banking centre and a first of its kind in India, is inaugurated in
Pune.

ICICI Bank launched Private Banking.

 A 1,100-seat Call Centre for Customer Care by phone and e-mail was set up in
Hyderabad.

ICICI Bank Home Shoppe, the first-ever permanent aggregation and display of housing
projects in the county, launched in Pune.

ATM-on-Wheels, India’s first mobile ATM, launched in Mumbai.

2003: The first Integrated Currency Management Centre launched in Pune.

ICICI Bank announced the setting up of its first-ever offshore branch in Singapore.

The first offshore banking unit (OBU) at SEEPZ Special Economic Zone, Mumbai, was
launched.

ICICI Bank’s representative office inaugurated in Dubai.

Representative office set up in China.

ICICI Bank’s UK subsidiary launched.

India’s first ever "Visa Mini Credit Card", a credit card 43% smaller in dimensions was
launched.

A subsidiary of ICICI Bank was set up in Canada.

Temasek Holdings acquired 5.2% stake in ICICI Bank.

ICICI Bank became the market leader in retail credit in India.

2004: Max Money, a home loan product that offers the dual benefit of higher eligibility and
affordability to a customer, introduced.

Mobile banking service in India launched in association with Reliance Infocomm.

India’s first multi-branded credit card with HPCL and Airtel launched.

Kisan Loan Card and innovative, low-cost ATMs were launched in rural India.

ICICI Bank and CNBC TV 18 announced India’s first ever awards recognizing the
achievements of SMEs, a pioneering initiative to encourage the contribution of Small
and Medium Enterprises to the growth of the Indian economy.
 ICICI Bank opened its 500th branch in India.

ICICI Bank introduced partnership model wherein ICICI Bank would forge an alliance
with existing micro finance institutions (MFIs). The MFI would undertake the
promotional role of identifying, training and promoting the micro-finance clients and
ICICI Bank would finance the clients directly on the recommendation of the MFI.

ICICI Bank introduced 8 to 8 Banking wherein all the branches of the Bank would
remain open from 8a.m. to 8 p.m. from Monday to Saturday.

ICICI Bank introduced the concept of floating rate for home loans in India.

2005: First rural branch and ATM launched in Uttar Pradesh at Delpandarwa, Hardoi.

"Free for Life" credit cards launched wherein annual fees of all ICICI Bank Credit Cards
were waived off.

ICICI Bank and Visa jointly launched mChq – a revolutionary credit card on the mobile
phone.

Private Banking Masters 2005, a nationwide Golf tournament for high networth clients
of the Private Banking division launched. This event is the largest domestic invitation
amateur golf event conducted in India.

Becomes the first Indian company to make a simultaneous equity offering of $1.8 billion
in India, the United States and Japan.

Acquired IvestitsionnoKreditny Bank of Russia.

ICICI Bank became the largest bank in India in terms of its market capitalization.

ICICI Bank became the first private entity in India to offer a discount to retail investors
for its follow-up offer.

2006: ICICI Bank became the first Indian bank to issue hybrid Tier-1 perpetual debt in the
international markets.

ICICI Bank subsidiary set up in Russia.

Introduced a new product - ‘NRI smart save Deposits’ – a unique fixed deposit scheme
for nonresident Indians.
 Representative offices opened in Thailand, Indonesia and Malaysia.

ICICI Bank became the largest retail player in the market to introduce a biometric
enabled smart card that allow banking transactions to be conducted on the field. A low-
cost solution, this became an effective delivery option for ICICI Bank’s micro-finance
institution partners.

Financial counseling centre Disha launched. Disha provides free credit counseling,
financial planning and debt management services.

Bhoomi puja conducted for a regional hub in Hyderabad, Andhra Pradesh.

2007: ICICI Bank makes a USD 2 billion three-tranche international bond offering, which
becomes the largest bond offering by an Indian bank.

Sangli Bank was amalgamated with ICICI Bank.

ICICI Bank raised Rs 20,000 crore (approx $5 billion) from domestic and international
markets through a follow-on public offer.

ICICI Bank’s GBP 350 million international bond offering marked the inaugural deal in
the sterling market from an Indian issuer and also the largest deal in the sterling market
from Asia.

Launched India’s first ever jewellery card in association with jewellery major Gitanjali
Group.

ICICI Bank became the first bank in India to launch a premium credit card -- The Visa
Signature Credit Card.

The foundation stone for a regional hub in Gandhinagar, Gujarat was laid.

ICICI Bank introduced SME Toolkit, an online resource centre, to help small and
medium enterprises start, finance and grow their business.

ICICI Bank signed a multi-tranche dual currency US$ 1.5 billion syndication loan
agreement in Singapore.

ICICI Bank became the first private bank in India to offer both floating and fixed rate on
car loans, commercial vehicles loans, construction equipment loans and professional
equipment loans.
 In a first-of-its-kind, nation wide initiative to attract bright graduate students to pursue a
careers in banking, ICICI Bank launched the "Probationary Officer Programme".

Launched Bank@Home services for all savings and current account customers residing
in India

ICICI Bank Eurasia LLC inaugurated its first branch at St Petersburg, Russia.

2008: ICICI Bank enters USA, launches its first branch in New York

ICICI Bank enters Germany, opens its first branch in Frankfurt

ICICI Bank launched iMobile, a breakthrough innovation in banking where practically

all Internet banking transactions can now be done easily on the mobile phone.

ICICI Bank concluded India's largest ever securitization transaction of a pool of retail
loan assets aggregating to Rs. 48.96 billion (equivalent of USD 1.21 billion) in a multi-
tranche issue backed by four different asset categories. It is also the largest deal in Asia
(ex-Japan) in 2008 till date and the second largest deal in Asia (ex-Japan and Australia)
since the beginning of 2007.

ICICI Bank launches ICICIACTIVE-Banking Interactive Service - along with DISH

TV, which will allow viewers to see information about the Bank's products and services
and contact details on their DISH TV screens.

ICICI Bank and British Airways launch a co-branded credit card, designed to earn
cardholders accelerated reward points with every British Airways flight or by spending
on everyday purchases

2009: Chanda Kochhar was appointed CEO and MD of ICICI Bank from May 2009 for a period
of five years. She succeeds K. V. Kamath, who was CEO of the bank since 1996

ICICI Bank appointed N S Kannan as the Executive Director and Chief Financial
Officer on the board with effect from May 1 following the vacancy caused by the
elevation of Chanda Kochhar as Managing Director and CEO of the bank, with
effect from May 1.

- ICICI Bank has announced the cut in the interest rates on floating home loans for
new borrowers by 25-50 basis points, with immediate effect. The interest rates on
existing home loans would reduce only if the floating reference rate is cut.
 - ICICI Bank with Singapore Airlines launched “ICICI Bank Singapore Airlines
Visa Platinum Credit Card”, the Card has exclusive privileges especially designed
for the members.

- ICICI Bank Limited acting through its Hong Kong Branch (ICICI Bank) signed
a loan agreement with the Export-Import Bank of China (China Exim) for USD 98
million under the Two- step Buyer Credit (Export Credit) arrangement. ICICI Bank
is the first Indian Bank to have entered into this arrangement with China Exim.

2010
- ICICI Bank has increased deposit rates on select maturities. The bank has
raised the interest rate on deposits maturing in 270 days to less than one year by 25
basis points to 5.75 per cent for deposits of Rs 15 lakh to Rs 1 crore.

- ICICI Bank increased its deposit rates in select tenures by up to 0.50% with
instant effect, signaling hardening of interest rates in the industry.

- ICICI Bank has announced the appointment of Mr Rajiv Sabharwal as a whole-

time director of the bank. The bank said Mr Sabharwal is designated as an
Executive Director effective June 24. Mr Sabharwal was heading the bank's retail
banking operations.

- ICICI Bank announced the appointment of Mr Rajiv Sabharwal as a whole-time

director of the bank.
 ORGANISATIONS

DIRECTOR`S COMMITTEE

Chanda Kochhar
Managing Director and Chief Executive Officer

N.S. Kannan K. Ramkumar Rajiv Sabharwal

Executive Director & CFO Executive Director Executive Director
Ms. Chanda D. Kochhar, Managing Director and Chief Executive Officer

Mrs. Chanda Kochhar is the Managing Director and Chief Executive Officer of ICICI Bank
Limited. She began her career with ICICI as a Management Trainee in 1984 and has thereon
successfully risen through the ranks by handling multidimensional assignments and heading all
the major functions in the Bank at various points in time.

In 1993 when ICICI decided to enter commercial banking, she was deputed to ICICI Bank as a
part of the core team to set up the bank. When ICICI set up the Infrastructure Industry Group in
1996 to create dedicated industry expertise in the areas of Power, Telecom and Transportation
sector, she was handpicked and made incharge of the Infrastructure Industry Group.

In July 2000, she was chosen to head the Retail Finance division of ICICI and has been
instrumental in scaling up the business. In April 2001, she was promoted as an Executive
Director, heading the retail business in the Bank. In April 2006, she was appointed as the
Deputy Managing Director with responsibility for both Corporate and Retail banking business
of ICICI Bank and from October 2006 to October 2007 she handled the International and
Corporate businesses of ICICI. In October 2007, she was appointed as the Joint Managing
Director & CFO. She was heading the Corporate Centre, was the Chief Financial Officer (CFO)
and was also the official spokesperson for ICICI Bank.
Awards

As recognition of her contribution to establish ICICI Bank as a leading player in the banking
industry Ms. Kochhar has been:

- Conferred with the Padma Bhushan, one of India's highest civilian honour, 2011.
- Ranked 11th by Financial Times in the Top 50 Women in World Business, 2010 .
- Conferred Outstanding Woman Business Leader of the Year award by CNBC TV18, 2010.
- Conferred ‘Banker of the Year’ Award by Financial Express 2010.
- Ranked 92nd in the Forbes list of Most powerful women in the world, 2010.
- Ranked 10th in the Fortune’s List of Most Powerful Women in Business, 2010.
- Featured in the list of 30 most powerful women leaders in Business Today for 8 consecutive
years from 2002 to 2010.
- Selected as ‘Rising Star Award’ for Global Awards 2006 by Retail Banker International.
- Awarded Business Woman of the Year 2005 by The Economic Times of India.
- Selected as Retail Banker of the Year 2004 (Asia-Pacific region) by The Asian Banker from
amongst prominent retail bankers in the Asia Pacific region.

Professional Affiliations

Apart from being on the Board of ICICI Bank and various group companies, she is a member of
the Prime Minister's Council on Trade & Industry, US-India CEO Forum, Executive Board of
the Indian School of Business, Hyderabad, Member of the Board of Governors of Indian
Council for Research on International Economic Relations (ICRIER), Member of the Managing
Committee of the Indian Banks Association and also a member of the Council of Scientific and
Industrial Research (CSIR) Society.
Mr. N. S. Kannan, Executive Director & CFO

Mr. N.S. Kannan is the Executive Director and Chief Financial Officer of ICICI Bank. In
addition to Finance, Taxation and Communications, his responsibilities include Compliance,
Internal Audit, Corporate Legal and Global Treasury operations.

Prior to the current assignment, Mr. Kannan was the Executive Director of ICICI Prudential
Life Insurance Company. He looked after the Corporate Centre including the Finance and
accounts functions, Investor/analyst relations, Investment Management, Corporate Strategy,
Corporate Communications, Human Resources and Business Intelligence. Prior to shifting to
ICICI Prudential, Mr. Kannan was the Chief Financial Officer and Treasurer of ICICI Bank.

Mr. Kannan has been with the ICICI group for over 18 years. He joined the ICICI group in 1991
as a project officer. During his tenure at ICICI group, he has handled project finance operations,
infrastructure financing, structured finance and treasury operations.

Mr. Kannan is a postgraduate in management from the Indian Institute of Management,

Bangalore with a gold medal for best all-round performance. He is also a Chartered Financial
Analyst from the Institute of Chartered Financial Analysts of India and an Honours graduate in
Mechanical Engineering.
Mr. K. Ramkumar, Executive Director, ICICI Bank Limited

Mr. Ramkumar, Executive Director on the Board of ICICI Bank is responsible for Human
Resources, Customer Service & Operations.

Mr. Ramkumar has completed his PGDM from Madras School of Social Work in 1984 and BSc
Chemistry in 1982.

Prior to joining ICICI Bank in 2001 Mr. Ramkumar had over 16 years of experience in
companies such as Hindustan Aeronautics, Brookebond Lipton India Limited (now Hindustan
Unilever Limited) and ICI India Ltd. His work in these companies has mainly been in the areas
of Human Resources Management and Production Management.

At ICICI Bank Mr. Ramkumar has been responsible for Human Resource function, initially for
the Bank and then for all the companies in the ICICI Group.

He has worked extensively in the areas of recruitment, competency design, succession

management, learning and development and Leadership Development. Under his guidance,
ICICI Bank has implemented cutting edge practices and methodologies in the domain of
leadership development, learning, creation and use of psychometric tools.

Mr. Ramkumar also has extensive experience in the areas of process design and quality
management to create scale and efficiency. At ICICI Bank, he has driven cost productivity
across the organisation through work methodisation & norming, and process & structure
optimisation.

He has joined the Board of Directors with effect from February 1, 2009
Mr. Rajiv Sabharwal

Mr. Rajiv Sabharwal is the Executive Director on the board of ICICI Bank. He is responsible
for Retail Banking, Inclusive & Rural Banking and SME & mid-corporate business. He is also
the Non-executive Chairman of ICICI Home Finance Company Limited and ICICI Investment
Management Company Limited.

Mr. Sabharwal has done his Mechanical Engineering from Indian Institute of Technology Delhi
and Management from India Institute of Management Lucknow.
He has over 18 years of experience in the Banking/Financial Services industry. He joined ICICI
Group in 1998 and has held leadership positions in credit policy, collections, business analytics,
mortgage finance, consumer loans, credit cards, rural and microfinance lending and financial
inclusion. His contribution in the growth of mortgage and retail business is widely
acknowledged in the industry circles and within ICICI group. He also has considerable
knowledge relating to the securities and portfolio management business segments as he has
been on the investment advisory committee of ICICI Prudential Asset Management Company's
Real Estate Portfolios since 2007.

Prior to joining ICICI Group Mr. Sabharwal has worked in the Consumer Durables Marketing,
Commercial Finance and Retail Finance businesses at Godrej, SRF Finance and GE Capital. In
January 2009 he joined Sequoia Capital, a leading venture/growth capital company and worked
as Operating Partner focusing on the financial services sector. There he led new investment
decisions as well as represented Sequoia at the board in existing investments.

He then rejoined ICICI Bank Limited from April 2010

 BOARD COMMITTEE

Board Governance, Remuneration &

Audit Committee
Nomination Committee

Mr. Sridar Iyengar, Chairman Mr. Sridar Iyengar, Chairman

Mr. Homi R. Khusrokhan, Mr. K.V. Kamath
Mr. M.S. Ramachandran Mr. V. Prem Watsa
Mr. V.Sridar

Corporate Social Responsibility Committee Customer Service Committee

Mr. M.S. Ramachandran, Chairman Mr. K.V. Kamath, Chairman

Dr. Anup K. Pujari Mr. M.S. Ramachandran Mr. V. Sridar
Dr. Tushaar Shah Ms. Chanda D. Kochhar
Ms. Chanda D. Kochhar

Credit Committee Fraud Monitoring Committee

Mr. K.V. Kamath, Chairman Mr. V. Sridar, Chairman

Mr. M.S. Ramachandran Mr. K.V. Kamath
Mr. Homi R. Khusrokhan Mr. Homi R. Khusrokhan
Ms. Chanda D. Kochhar Dr. Anup K. Pujari
Ms. Chanda D. Kochhar
Mr. Rajiv Sabharwal

Share Transfer & Shareholders'/

Risk Committee
Investors' Grievance Committee

Mr. K.V. Kamath, Chairman Mr. Homi R. Khusrokhan, Chairman

Mr. Sridar Iyengar Mr. V. Sridar
Dr. Anup K. Pujari Mr. N.S. Kannan
Mr. V. Sridar
Mr. V. Prem Watsa
Ms. Chanda D. Kochhar

Committee of Executive Directors

Ms. Chanda D. Kochhar, Chairperson

Mr. N.S. Kannan
Mr. K. Ramkumar
Mr. Rajiv Sabharwal
Personal Banking:

• Deposits
• Loans
• Cards
• Investments
• Insurance
• Demat services
• Wealth management

NRI Banking:
 Money Transfer
 Bank accounts
 Investments
 Property Solutions
 Insurance
 Loans

Business Banking:
 Corporate net banking
 Cash Management
 Trade services
 FXonline
 SME services
 Online taxes
 Custodial services
RESEARCH METHODOLOGY
 STATEMENT OF PROBLEM

To analyse the customer satisfaction level of customers of ICICI Bank & SBI Bank.

OBJECTIVE

 To conduct a study on awareness level of people about ICICI Bank & SBI Bank.

 To study the market share of ICICI Bank & SBI Bank.

 What factors should both Bank consider to become a market leader?

 To find out the problems faced by customers while dealing.

 To identify the drawbacks in the current system service level of ICICI Bank & SBI Bank.

Steps in Research Methodology are as follows:-

 Research Problem:

I was trying to study the customer satisfaction level to understand the factor
which affect the customer decision while selecting a service.

 Research Design:

A good research design is that design which is made keeping in view the objective
of research and availability of staff, time, & money. I have also selected Exploratory Research studies
which are as follows:

Area of Study - The area of my research project was Panipat.

  2.1 Sampling design:

 Target population:
• The target population in this research refers to the bank customers who are having an
account in SBI bank and ICICI bank due to the convenience in collecting the data. The
respondents can be any gender, any income level, any occupation and any education
level.

Sampling unit

The sampling units are customers of ICICI bank and SBI bank.

Sampling method
• For this research we use non-probability sampling. Zikmund (1997) stated that in non-
probability sampling, the probability of any particular member of the population being chosen is
unknown. The element in the population does not have any probability attached to their being
chosen as sample subjects.

• Snow ball sampling will be applied in this research. Snow ball sampling is used to collect
the data from the customers. Snow ball sampling refers to the procedure that involves the selection
of additional respondents based on referrals of initial respondents.

Sample size
• Ghauri (2002) stated that sample size depend on the desired precision from the estimate.
Precision is the size of the estimating interval when the problem is one of estimating a population
parameter. This research selects 100 respondents as the sample size due to limited of time by asking
them that they are having an account in SBI bank and ICICI bank due to the convenience in
collecting the data. The respondents can be any gender, any income level, any occupation and any
education level.
Sampling plan:
• The researcher is going to collect the data from the ATMS and also by visiting the bank.

2.2 Pilot Study:

A pilot study can refer to many types of experiments, but generally the goal of study is to
replicate the full scale experiment, but only on a smaller scale.

A pilot is often used to test the design of the full-scale experiment. The design can then be
adjusted in time. This can turn out to be valuable: should anything be missing in the pilot, it can
be added to the experiment and chances are that the full-scale (and more expensive) experiment
will not have to be re-done.

Validity:

The ability of a scale or a measuring instrument to measure what it is intended to

measure can be termed as the validity of the measurement. Validity can be measured through
several methods like face validity, content validity, criterion – related validity and construct
validity. For this comparative study the researcher has taken the face validity.

Face validity:

Face validity refers to the collective agreement of the experts and researchers on the
validity of the measurement scale. The researcher has gave the questionnaire to the experts in
banking field.

2.3 Research methodology:

Data Collection:

Data collection is most important part of research because the research is

based on it. There are several ways of collecting data which differs considerably in terms of
cost, time and other resources at the disposal of the researchers. The data collection method for
 this research work is from primary source as well as secondary. The survey is carried out
through a non probability convenience sampling in Panipat through a structured questionnaire.

Type of Data:

There are two types of Data:

• Primary
• Secondary

Primary Source: Source from where first hand information gathered directly are called primary source
and thus information collected is called Primary data. In case of above study the primary source was
consumer.

Primary Data: - The techniques available for collecting primary data are:

• Observation method
• Questionnaire method
• Interview method

Secondary Source: - The source of information already gathered for some other purpose are available
is called secondary data, with regard to my study secondary sources of my study where records of the
company, magazines and papers. The Secondary data was collected on the basis of requirement,
conveniences and reliability of the data.

Out of these I have chosen questionnaire method to collect the data because of low cost, free from the
bias of other interviewer and respondent.

Collection of data through Questionnaire:

This method of data collection is quite popular

particularly in case of big enquires, private individuals, research workers, private and public
organizations and even is adopting it by governments. In this method I went to the clients personally
and asked them to fill the questionnaire.
Sources of data:

• The data is basically primary in nature

• It was obtained from the customers

Data Collection Method:

 Our communication approach was basically structured questioning, that is personal
interview with the aid of printed questionnaires.

Data Analysis:
Appropriate statistical analysis will be adopted. The data will be tabulated and analyzed.

2.4 Limitations of the Study:

• The study is limited to a particular branch of SBI and ICICI bank.

• Since the time is less the researcher has taken a sample of 100 people and it will not
reveal the whole population of a country.
Data Analysis and Interpretation:
 The following information contains the data interpretation of the
questionnaires. The respondent’s responses for the questions have been
interpreted and a finding has been made based on the respondents responses.

Frequency table for the demographic details of the SBI

respondent’s

Q1: AGE OF THE RESPONDENTS

Frequency Percent
BELOW 25 YRS 9 18.00
25 YRS-35YRS 16 32.00
36 YRS-55YRS 17 34.00
ABOVE 55YRS 8 16.00
Total 50 100

BELOW 25
25 YRS-35YRS
35 YRS -55 YRS
ABOVE 55YRS

Interpretation:
From the above table 38.7% respondents are belonging to the age category of
Below 25 yrs. And 16.1% respondents are belonging to the category of 36yrs-45yrs
and 46yrs-55yrs. And 25.8% respondents are belonging to the category of above
55yrs.

Q2: GENDER OF THE RESPONDENTS

 Frequency Percent
FEMALE 13 26.00
MALE 37 74.00
Total 50 100

80

60

40
PERCENTAGE

20

0
MALE FEMALE

Interpretation:

From the above table 48.4% respondents are belonging to the

category of female. And the remaining 48.4% respondents are
belonging to the category of male.

Q3: EDUCATIONAL OUALIFICATION OF THE RESPONDENTS

Frequency Percent
ILLETRATE 5 10.00
SCHOOL LEVEL 9 18.00
GRADUATION 18 36.00
PROFESSIONAL 12 24.00
POST GRADUATION 6 12.00
Total 50 100

100
90
80
70 ILLETRATE
60 SCHOOL LEVEL
50 GRADUATION
40 PROFESSIONAL
30 POST GRADUATION
20 Total
10
0
Frequency Percent

Interpretation:

From the above table 9.7% of respondents are belonging to the

category of school and professional course. And 29.0% of
respondents are belonging to the category of UG. And 45.2% of
respondents are belonging to the category of PG. And 3.2% of
respondents are belonging to the category of M.phil/phd.

Q4: OCCUPATION OF THE RESPONDENTS

Frequency Percent
SALARIED PERSON 14 28.00
PROFESSIONALS 10 20.00
BUSINESS 16 32.00
STUDENTS 08 16.00
Total 50 100

35

30

25
SALARIED PERSON
20
PROFESSIONALS
15 BUSINESS
10 STUDENTS

0
Frequency Percent

Interpretation:

From the above table 80.6% of respondents are falling under the
category of salaried person. And 3.2% of respondents are falling
under the category of professionals and supervisor. And 10% of
respondents are belonging to the category of managerial.

Q5: INCOME LEVEL OF THE RESPONDENTS

Frequency Percent
BELOW Rs.5,000 10 20.00
Rs.5,001-Rs.25,000 14 28.00
Rs.25,001-Rs.35,000 12 24.00
 Above Rs.45,000 14 28.00
Total 50 100

30

25

20

15

10

Frequency
0
BELOW Rs.5,001- Percent
Rs.25,001- Above
Rs.5,000 Rs.25,000 Rs.35,000 Rs.45,000

Interpretation:

From the above table 54.8% of respondents are falling under the
income range between Rs.5, 000-Rs.15, 000. And 25.8% are
falling under the income range between Rs.15, 001-Rs.25, 000.
And 12.9% of respondents are falling under the income range
between Rs.25, 001-Rs.35, 000. And 3.2% of respondents are
falling under the income range between Above Rs.45, 000.

Q6: REASON TO CHOOSE THE SERVICE

Frequency Percent
EFFICIENT CUSTOMER SERVICE 14 28.00
TIME SAVING 6 12.00
TRANSCATION COSTS 8 16.00
PROBLEM GRIEVANCES 10 20.00
ATMS SERVICES 12 24.00
Total 50 100

100 ATMS SERVICES

80 PROBLEM GRIEVANCES

60 TRANSCATION COSTS
40
TIME SAVING
20
EFFICIENT CUSTOMER
0 SERVICE
Frequency Percent

Interpretation:

From the above table 45.2% of respondents are saying that the
reason to choose SBI is they are providing efficient customer
service. And 25.8% of respondents are

saying that the reason to choose SBI is they are reducing our
waiting time. And 9.7% of respondents are saying that the reason
to choose SBI is Transaction costs. And 3.2% of respondents are
saying that the reason to choose SBI is Technology. And 12.9% of
respondents are saying that the reason to choose SBI is they are
provided more atm facility.

Q7: TYPE OF SERVICE PREFER THE MOST

Frequency Percent
ATM SERVICE 17 34.00
INTERNET BANKING 12 24.00
 MOBILE BANKING 8 16.00
CORE BANKING 13 26.00
SYSTEM
Total 50 100

35
30
ATM SERVICE
25
20 INTERNET BANKING

15
MOBILE BANKING
10
5 CORE BANKING
SYSTEM
0
Frequency Percent

Interpretation:

From the above table 61.3% of respondents prefer the ATM

service. And 9.7% of respondents are preferred the internet
banking and mobile banking. And 16.1% of respondents prefer
the core banking system.

Frequency table for the demographic details of the ICICI

respondent’s

Q1: AGE OF THE RESPONDENTS

 Frequency Percent
BELOW 25 YRS 12 24.00
25 YRS-35YRS 13 26.00
36 YRS-55YRS 15 30.00
ABOVE 55YRS 10 20.00
Total 50 100

BELOW 25
25 YRS-35YRS
35 YRS -55 YRS
ABOVE 55YRS

Interpretation:
From the above table 38.7% respondents are belonging to the age category of
Below 25 yrs. And 16.1% respondents are belonging to the category of 36yrs-45yrs
and 46yrs-55yrs. And 25.8% respondents are belonging to the category of above
55yrs.

Q2: GENDER OF THE RESPONDENTS

Frequency Percent
FEMALE 18 36.00
MALE 32 64.00
 Total 50 100

70
60
50
40
30 PERCENTAGE
20
10
0
MALE FEMALE

Interpretation:

From the above table 48.4% respondents are belonging to the

category of female. And the remaining 48.4% respondents are
belonging to the category of male.

Q3: EDUCATIONAL OUALIFICATION OF THE RESPONDENTS

Frequency Percent
ILLETRATE 4 08.00
SCHOOL LEVEL 8 16.00
GRADUATION 16 32.00
PROFESSIONAL 12 24.00
POST GRADUATION 10 20.00
Total 50 100

35
30
25 ILLETRATE
20 SCHOOL LEVEL
15 GRADUATION
PROFESSIONAL
10
POST GRADUATION
5
0
Frequency Percent

Interpretation:

From the above table 9.7% of respondents are belonging to the

category of school and professional course. And 29.0% of
respondents are belonging to the category of UG. And 45.2% of
respondents are belonging to the category of PG. And 3.2% of
respondents are belonging to the category of M.phil/phd.

Q4: OCCUPATION OF THE RESPONDENTS

Frequency Percent
SALARIED PERSON 12 24.00
PROFESSIONALS 15 30.00
BUSINESS 13 26.00
STUDENTS 10 20.00
Total 50 100
 100%

80%
STUDENTS
60% BUSINESS
PROFESSIONALS
40%
SALARIED PERSON
20%

0%
Frequency Percent

Interpretation:

From the above table 80.6% of respondents are falling under the
category of salaried person. And 3.2% of respondents are falling
under the category of professionals and supervisor. And 10% of
respondents are belonging to the category of managerial.

Q5: INCOME LEVEL OF THE RESPONDENTS

Frequency Percent
BELOW Rs.5,000 8 16.00
Rs.5,001-Rs.25,000 20 40.00
Rs.25,001-Rs.35,000 12 24.00
Above Rs.45,000 10 20.00
Total 50 100
 40

30

20

10

0 Frequency

Rs.5,000

Rs.25,000
BELOW

Rs.5,001-

Rs.25,001-
Rs.35,000

Rs.45,000
Above
Interpretation:

From the above table 54.8% of respondents are falling under the
income range between Rs.5, 000-Rs.15, 000. And 25.8% are
falling under the income range between Rs.15, 001-Rs.25, 000.
And 12.9% of respondents are falling under the income range
between Rs.25, 001-Rs.35, 000. And 3.2% of respondents are
falling under the income range between Above Rs.45, 000.

Q6: REASON TO CHOOSE THE SERVICE

Frequency Percent
EFFICIENT CUSTOMER SERVICE 13 26.00
TIME SAVING 10 12.00
TRANSCATION COSTS 07 16.00
PROBLEM GRIEVANCES 08 20.00
ATMS SERVICES 12 24.00
Total 50 100

ATMS SERVICES
100%
PROBLEM GRIEVANCES
80%

60% TRANSCATION COSTS

40%
TIME SAVING
20%

0% EFFICIENT CUSTOMER
Frequency Percent SERVICE

Interpretation:

From the above table 45.2% of respondents are saying that the
reason to choose SBI is they are providing efficient customer
service. And 25.8% of respondents are

saying that the reason to choose SBI is they are reducing our
waiting time. And 9.7% of respondents are saying that the reason
to choose SBI is Transaction costs. And 3.2% of respondents are
saying that the reason to choose SBI is Technology. And 12.9% of
respondents are saying that the reason to choose SBI is they are
provided more atm facility.

Q7: TYPE OF SERVICE PREFER THE MOST

Frequency Percent
ATM SERVICE 14 28.00
INTERNET BANKING 11 22.00
MOBILE BANKING 10 20.00
CORE BANKING 15 30.00
SYSTEM
Total 50 100
 100

80
CORE BANKING SYSTEM
60 MOBILE BANKING
INTERNET BANKING
40
ATM SERVICE
20

0
Frequency Percent

Interpretation:

From the above table 61.3% of respondents prefer the ATM

service. And 9.7% of respondents are preferred the internet
banking and mobile banking. And 16.1% of respondents prefer
the core banking system.
Findings:

 Sum Of the respondents to choose the SBI bank is because the bank is
proving more ATM facility to the customers.
 And many of the respondents are saying the reason to choose the services
of the SBI bank is because they are good in efficient customer service.
 And the income level of the respondents who are having an account in SBI
bank falling under the income level of Rs. 5,000 – Rs.15.000.
 The age group of 25yrs – 35yrs respondents mostly is having an account in
SBI bank.
  The both gender are equally having an account in SBI bank.
 And many of the respondents are not aware of the many services rendered
by the SBI bank. The few are deposit of cash in ATM, request for cheque
book in ATM, end of the day balance in mobile, etc.
 Sum Of the respondents to choose the ICICI bank is because the bank is
more reliable to the customers.
 And many of the respondents are saying the reason to choose the services
of the ICICI bank is because they are good in efficient customer service and
efficient complaint handling.
 And the income level of the respondents who are having an account in ICICI
bank falling under the income level of Rs. 5,000 - Rs.15.000.
 The age group of 25yrs - 35yrs respondents mostly is having an account in
ICICI bank.
 The male gender is mostly having an account in ICICI bank.
 And many of the respondents are not aware of the many services rendered
by the ICICI bank. The few are deposit of cash in ATM, request for cheque
book in ATM, end of the day balance in mobile, etc.

Recommendation:

 Since many of the respondents are not aware of there key services. The bank
has to take

some initiatives.

 The bank can post a list of services that they are rendered to the customers
inside the bank

Premises.
 And they can post demo of all these services in their bank website.

 They can concentrate more on the respondents are falling under the age group
25yrs – 35yrs.

 The SBI bank can concentrate on customer complaints handling.

 The ICICI bank can concentrate on the female gender.

 The bank can also send a post to there customers by informing there services
and how to

proceed with that and all details they can mention it in the post.

Conclusion:

• Since both the banks are competing equally with each other.
• But SBI bank is little bit below the line in customer complaints handling when
compared to ICICI bank.
• The ICICI bank is little bit below the line in concentrating on female
customers when to SBI bank.
APPENDICS
BIBLIOGRAPHY:

 Research Methodology
- ICFAI Publication
 S.P.Gupta Statistics Book.

Websites:

 www.ezine@rticles.com
 www.googlesearch.com
 www.iupindia.org
 www.ebscohostsearch.com
 www.emeraldinsight.com
 www.scribd.com
 Questionnaire

Personal details

1. Name:

2. Age: a) □ 25yrs- 35 yrs b) □ 36 yrs - 45yrs c) □ 46 – 55 yrs

d) □ above 55 yrs
3. Gender: a) Male □ b) Female □

4. Educational Qualification:

a) Illiterate □ b) School □ c) UG □ d) PG □

e) Professional Course □ f) Others □

5. Occupation:

a) House wife □ b) Students □ c) Salaried

person □

d) Business man □ e) Professionals □

g) Managerial □ h) pensioner □

6. Income level:

a) Rs.5,000 – Rs.15,000 □ b) Rs.15,001-Rs.25,000

□

c) Rs.25,001- Rs.35,000 □ d) Rs.35,001-Rs.45,000

□

e) Above Rs. 45,000 □

7. In which bank do you have an account?

a) ICICI bank □ b) SBI bank

□

8. What is the reason to choose the services of the bank?

a) Efficient customer service □

 b) efficient complaints handling □

c) Time saving □

d) transaction costs □

e) technology □

9. What type of services do you prefer the most?

a) ATM service b) Internet Banking

c) Mobile Banking d) Core banking system

Customer service questionnaire

Please use (/) mark to give your responses for the following
questions

1=strongly disagree, 2= disagree, 3= neutral, 4= agree, 5=

strongly agree

S.no 1 2 3 4 5
 ATM Service
1 I am facing problems in withdrawing
cash from ATM.
2 I am facing problems like insufficient
cash in ATM.
3 ATM services are useful for me to
deposit cash and cheques
4 ATM services are useful for me to
request for cheque book
5 ATM services are useful for me to get
the enquiry statement of my account.
Internet Banking
1 Internet banking helps me to transfer
funds from the bank to the personalized
transactions
2 Internet banking saves me time for the
banking transactions
3 Internet banking helps me in bill
payments
4 Internet banking secures the money
transactions
5 Internet banking helps in online trading
Mobile banking
1 Mobile banking is useful for me to know
the end of day account balance.
2 Mobile banking is useful for me to know
the cheque details
3 Mobile banking is useful for me to know
 the Debit/credit above certain limit in
my account.
4 Mobile banking is useful for me to Stop
inward/outward cheques.
5 Mobile banking is useful for my bill
payments
6 Mobile banking helps me to know about
the debit/credit details
7 Mobile banking provides me a support
for ticketing, recharging mobiles etc.
Core Banking system
1 Core banking system helps me to
transfer funds from different branches
2 Core banking system makes me
convenient to know about the deposit
details
3 Core banking system helps me to
protect my personal information
4 Core banking system helps me for the
ATM service transactions
5 Core banking system helps me for the
internet banking transactions

BIBLOGRAPHY
• Agarwal, J.D. "Security Analysis & Portfolio Management: A Review,
Finance India, Vol. II No. 1, March 1989.
• Bhatt, V. V. "An Appraisal Of Some Recent Estimates Of Savings and
Investments", ICRNI, Vol. 5, 1963.
• Douglas A. Hayes and W. Scott Bauman "Investments: Analysis and
Management" III Ed., 1976, MacMillan
• Malhotra, Naresh "Marketing Research and Applied Orientation" IV Ed.,
2005, Pearson

REFERENCES
• www.mutualfundsindia.com
• www.easymf.com
• www.amfiindia.com
• www.google.com
• www.moneycontrol.com
• www.valueresearchonline.com
• www.nseindia.com
• www.bseindia.com