Term Paper

Chapter No: Chapter: I * Standard Chartered Bank Chapter: II
Subject
TABLE OF CONTENTS
Page No: 7-13 8-11 12-13 14-50 15-16 17-20 21-22 23 24 25 26 27 28-29 30 31 32-36
Introduction
* Evolution of Banking in India Standard Chartered Bank Profile
* Overview of Standard Chartered Bank * History of Standard Chartered Bank * Financial Services of Standard Chartered Bank * Social Contribution * Mission Statement of Standard Chartered Bank * Focus Areas * Standard Chartered Bank and the social sector * Related Interests * Strategy * Technological Contribution * Market Strategy * Risk Management * Press Kits * Investor Relations * Loans of Standard Chartered Bank (Personal Loans) * Other Loans Chapter: III * Introduction to the Project *Project at a Glance Project profile 52-55 56-57
37-42 43 44 45-50
Chapter: IV *Research Design
Research Methodology and Limitations
58-64
*Data collection Method *Advantages of questioning Method *Disadvantages of Questioning Method *Method of the communication under Questionnaire Studies * Personal Interviews *Methodology Adopted *Limitations Chapter: V Chapter: VI Chapter: VII Chapter: VIII Chapter: IX Chapter: X Chapter: XI Chapter: XII Chapter: XVI Questionnaire Design Findings Conclusions Suggestions Bibliography Annexure Case study Synopsis 65-66 83-84 85-87 88-89 90-91 92-94 95-100 101-105 Statistical Analysis and Interpretation of Data 67-82
INTRODUCTION
EVOLUTION OF BANKING IN INDIA During the early Muslim and Mughal periods the indigenous bankers played an important role in financing trade and lending money to the businessmen and rulers. However, with the development of modern banking India began with the banking activities undertaken by the English agency houses at Calcutta and Mumbai, which combined banking with trading. It appears that the earliest bank on western lines was established at Chennai in as early as 1683. M/s Alexander and co. established the first joint stock bank, the bank of Hindustan, at Calcutta in 1770. The bank was bound up in 1832 after failure of the Founder Company. Presidency banks at Calcutta (1806), Mumbai (1840) and Chennai (1843). Besides ordinary banking functions, these banks also functioned as bankers of the government. In 1921, these three banks were amalgamated to give birth to the Imperial Bank of India. It was this bank, which performed some of the functions of a central bank also unit the establishment of Reserve Bank of India in 1935. The imperial bank was nationalized as the State Bank of India in 1955. The first joint stock bank with limited liability, the general bank of India, was set up in 1786, but it perished in 1793. The act of 1860 permitted the Organization of joint stock banks with limited liability. As a result some big banks came into existence, prominent among them being the Allahabad bank (1865), the Punjab national bank (1894), and the Peoples bank of India, the Alliance bank of Simla (1865), the Oudh Commercial bank (1881), the Punjab National bank (1894), and the Peoples 4
bank of India (1901) up to 1874, 14 joint stock banks with limited liability were established mostly by the Europeans. The first fully Indian bank was the Oudh commercial bank followed by the Punjab National bank and the Peoples bank of India. However, all the banks established during this period, except the Allahabad bank and the Punjab national bank, failed subsequently. The next stage of the development of joint stock banking began in 1906 with the launching of the Swadeshi Movement. As a result the bank of India (1906), the Canara bank (1911) and a large number of small banks were established before the out break of First World War in 1914. In 1913, there were 13 big banks, each having capital and reserves exceeding Rs. 5 lacs, and about 500 small banks operating in the country. As in all other countries, banking in India had its teething troubles. The banking crisis developed from time to time and resulted into failure of many banks. There was a serious banking crisis between 1913 and 1917 when 87 banks with a total capital of Rs. 175 lacs failed. Another crisis developed Between 1921 and 1924, the great depression of 1930s also affected the banks adversely. Between 1922 and 1936, no less than 373 banks collapsed. 372 more banks closed their doors between 1936 and 1940; the bank in southern India particularly had failed in a larger number during this period. The Second World War gave an opportunity of development and expansion of banking in India. Some of the most important banks established during the war period were the United Commercial Bank, The Hindustan Commercial Bank, The Hindustan Mercantile Bank, the Bank of Rajasthan, the Bank of 5
Maharashtra, the Indian Overseas Bank, and the Dena Bank. But the growth of banking was neither well planned nor properly controlled. Between 1939 and 1943, 482 banks with a total paid up capital of Rs. 94 lacs had failed. banks. An important feature of banking development during the war and post war period was that the association of industrialists with banks closer. Most of the industrial houses organized banks of there own and obtained control over already established banks. In a virtual scramble for funds, many banks undertook branch expansion quite out of proportion to their resources and without any careful assessment of the business prospects of the towns. Other conspicuous features of the mushroom banks were the inter-locking of shares between banks and other companies in which management was interested, large unsecured advances to persons connected with the management, and advances against speculative shares with inflated prices. These were usually small
The Reserve bank of India was given wide powers of supervision and control over banks under the banking companies act from March 1966. It gave suitable direction to the banking development. In 1960, after the failure of the Palai Central Bank, the Reserve bank intensified its efforts to strengthen the banking structure. During the period 1960-1967, over 200 banks were In July 1969, 14 major Indian scheduled amalgamated.
commercial banks were nationalized with the result that together with the state bank group, 80 percent of the banking business came under the direct control and ownership of the public sector. After the nationalization of six more banks on April 15, 1980, the 6
share of the public sector banks in total deposits and outstanding credits increased to 90.8 percent and 90.7 percent respectively. Commercial banking in India is now a strictly regulated sector in the Indian economy.
STANDARD CHARTERED BANK The World Bank founded the industrial credit and Investment Corporation of India Limited now known as Standard Chartered Bank was established on 5th January 1994, as a 75% subsidiary of Standard Chartered Bank. Standard Chartered Bank was formed in1955 at the initiative of the World Bank, the government of India and representatives of Indian industry. The first branch was started in madras now Chennai in June 1994. The Bank emerged as the first largest Private Sector bank aggressive expansion of network and reach, Standard Chartered Bank increased its share in the Indian banking sector by acquiring the 5-7 year old Madura Bank Limited in an all stock deal in FY01. The deal becomes effective from March 10, 2001. Two equity shares of bank of Madura were swapped for each share of SCB. The principal objective was to create a development financial institution for providing medium-term and long term project financial to Indian business. The objective was to encourage and assist industrial development and investment in India. Until the late 1980s, STANDARD CHARTERED BANK primarily focused its activities on project finance, providing long-term funds to a variety to industrial projects. STANDARD CHARTERED BANK typically obtained funds for these activities through a variety of government-sponsors and government-assisted programs designed to facilitate industrial development in India. Today STANDARD CHARTERED BANK is one of the largest financial
institutions in India. It provides a wide range of products and services aimed at fulfilling the banking and financial needs of Indias corporate and retail sectors.
STANDARD CHARTERED BANK has registered its presence everywhere .Be it in cities & towns, at workplaces, on campuses, at airports, Shopping malls, petrolpumps in residential complexes, etc. They are there everywhere. And round the clock. They have enhanced accessibility and convenience through their branches extension counters, ATM centers, call centers. Internet and m-commerce. Today, they have a major clicks-n-bricks network. All for the convenience of their customers anytime anywhere.
STANDARD CHARTERED BANK PROFILE
OVERVIEW OF STANDARD CHARTERED BANK Standard Chartered Bank is Indias second-largest bank with total assets of about Rs. 106,812 crore and a network of about 450 branches and offices and 333about 1700 ATMs. Standard Chartered 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 specialized subsidiaries and affiliates in the areas of investment banking, life and non-life insurance, venture capital, asset management and information technology. STANDARD CHARTERED BANK Banks equity shares are listed in India on stock exchanges at Chennai, Delhi, Kolkata, and Vadodara, the Stock Exchange, Mumbai and the National Stock Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on the New York Stock Exchange (NYSE). Standard Chartered Bank was originally promoted in 1994 by STANDARD CHARTERED BANK limited, an Indian Financial institution, and was its wholly-owned subsidiary. SCBs shareholding in Standard Chartered 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, STANDARD CHARTERED BANK Banks acquisition of Bank of Madura Limited in an all stock amalgamation in fiscal 2001, and secondary market sales by STANDARD CHARTERED BANK to institutional investors in fiscal 2001 and fiscal 2002. STANDARD CHARTERED BANK was formed in 1995 at the initiative of the World Bank, the Government of India and representative 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, STANDARD CHARTERED BANK transformed its business from a
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development financial institution offering only project finance to diversified financial services, both directly and through a number of subsidiaries and affiliates like STANDARD CHARTERED BANK. In 1999, STANDARD CHARTERED BANK becomes 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 STANDARD CHARTERED BANK and Standard Chartered Bank formed the view that the merger of STANDARD CHARTERED BANK with Standard Chartered Bank would be the optimal strategic alternative for both entities, and would create the optimal legal structure for the STANDARD CHARTERED BANK groups universal banking strategy. The merger would enhance value for STANDARD CHARTERED BANK shareholders through the merged entitys 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 Standard Chartered Bank shareholders through a large capital base and scale of operations, seamless access to SCBs 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 STANDARD CHARTERED BANK and its subsidiaries. In October 2001, the Boards of Directors of STANDARD CHARTERED BANK and Standard Chartered Bank approved the merger of STANDARD CHARTERED BANK and two of its wholly-owned retail finance subsidiaries, STANDARD CHARTERED BANK Personal Financial Services Limited and STANDARD CHARTERED BANK Capital Services Limited, with STANDARD CHARTERED BANK . The merger was approved by shareholders of STANDARD CHARTERED BANK and Standard Chartered Bank in January 2002, by the High Court of Gujarat at Ahmadabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2002
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Consequent to the merger, the STANDARD CHARTERED BANK groups financing and banking operations, both wholesale and retail, have been integrated in a single entity. HISTORY OF STANDARD CHARTERED BANK 1955: 1955 The Industrial Credit and Investment Corporation of India Limited
(SCB) incorporated at the initiative of the 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 elected as the first Chairman of STANDARD CHARTERED BANK Limited: STANDARD CHARTERED BANK emerges as the major source of foreign currency loans to Indian industry. Besides funding from the World Bank and other multilateral agencies, STANDARD CHARTERED BANK also among the first Indian companies to raise funds from International markets. 1956: 1956 1958: 1958: 1960: 1960 1961: 1961 1967: 1967 1969: 1969 1972: 1972 : 1977: 1977 STANDARD CHARTERED BANK declared its first Dividend at 3.5%. Mr.G. L. Mehta was appointed the 2nd Chairman of STANDARD CHARTERED BANK Ltd. STANDARD CHARTERED BANK building at 163, Backbay Reclamation was inaugurated. The First Western German loan of DM 5 million from Kredianstalt was obtained by SCB. STANDARD CHARTERED BANK made its first debenture issue for Rs. 6 Crore, which was oversubscribed. First two regional offices in Calcutta and Madras were opened. Second entity in India to set-up merchant banking services. Mr. H. T. Parekh appointed as the third Chairman of SCB. STANDARD CHARTERED BANK sponsors the formation of Housing Development Finance Corporation. Managed its first equity public issue.
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1978: 1978 1979: 1979 1982: 1982
Mr. James Raj appointed as the fourth Chairman of Standard Chartered Bank Mr. Siddharth Mehta appointed as the fifth Chairman of Standard Chartered Bank Becomes the first ever Indian borrower to raise European Currency Units. STANDARD CHARTERED BANK commences leasing business.
1984: 1985: 1986:
Mr. S. Nadkarni appointed as the sixth Chairman of Standard Chartered Bank Mr. N. Vaghul appointed as the seventh Chairman and Managing Director of Standard Chartered Bank STANDARD CHARTERED BANK first Indian Institution to receive ADB Loans, First public issue an Indian entity in the Swiss Capital Markets. STANDARD CHARTERED BANK along with UTI sets up Credit Rating Information Services of Indian Limited, (CRISIL) Indias first professional credit rating agency. STANDARD CHARTERED BANK promotes Shipping Credit and Investment Company of India Limited, (SCICI) The Corporation made a public issue of Swiss Franc 75 million in Switzerland, the first public issue by any Indian equity in the Swiss Capital Market.
1987:
STANDARD CHARTERED BANK 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: 1988 1993: 1993
STANDARD CHARTERED BANK promotes TDICI - Indias first venture capital company. STANDARD CHARTERED BANK sets-up STANDARD CHARTERED BANK Securities and Finance Company Limited in joint venture with J.P. Morgan.
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: 1994: 1996:
STANDARD
CHARTERED
BANK
sets
up
STANDARD
CHARTERED BANK Asset Management Company. STANDARD CHARTERED BANK SETS UP STANDARD CHARTERED BANK. STANDARD CHARTERED BANK becomes the first company in the Indian Financial sector to raise GDR. STANDARD CHARTERED BANK announces merger with SCICI. Mr.K.V. Kamath appointed the Managing Director and CEO of STANDARD CHARTERED BANK Ltd, 1997: STANDARD CHARTERED BANK was the first intermediary to move away from single prime rate to three-tier prime rates structure and introduced yield-curve based pricing. The name The Industrial Credit and Investment Corporation of India Limited was changed to STANDARD CHARTERED BANK Limited. STANDARD CHARTERED BANK announces takeover of ITC Classic Finance. 1998: Introduced the new logo symbolizing a common corporate identity for the STANDARD CHARTERED BANK group. STANDARD CHARTERED BANK announces takeover of Anagram Finance. 1999: STANDARD CHARTERED BANK launches retail finance car loans, house loans and loans for consumer durables. STANDARD CHARTERED BANK becomes the first Indian Company to list on the NYSE through an issue of American Depositary Shares. 2000: Standard Chartered Bank becomes the first commercial bank from India to list its stock on NYSE. Standard Chartered Bank announces merger with Bank of Madura.
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2001:
The Boards of STANDARD CHARTERED BANK Ltd and Standard Chartered Bank approved the merger of STANDARD CHARTERED BANK with STANDARD CHARTERED BANK Bank.
2002:
Moodys assign higher than sovereign rating to SCB. Merger of STANDARD CHARTERED BANK Limited, STANDARD CHARTERED BANK Capital Services Ltd and STANDARD CHARTERED BANK Personal Financial Services Limited with STANDARD CHARTERED BANK Bank.
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FINANCIAL SERVICES OF STANDARD CHARTERED BANK With a mission to catalyze the development of a micro financial services market for providing financial services to the poor, the SIG works towards the development of appropriate products and delivery mechanisms through research, pilot testing and dissemination efforts. Micro financial services include four classes of services: 1.) Basic banking services: Basic banking services that include savings and withdrawal facilities meet the demand for liquidity whether it is for enterprise purposes or for emergencies. The availability of savings products, the design of which takes into account the cash flows o f the poor, would be very crucial to the effective mobilization of savings. There is also a need to innovate for micro investment products that enable the poor to maximize returns on their surplus. 2.) Insurance including life, disability, health, and assets: The vulnerability of the poor points to insurance being a crucial product. Existing ways of informal insurance among the poor are: Drawing down on savings, reciprocal need- based gift exchange, selling physical assets and diversifying income sources, however, there is only a limited role that these informal mechanisms can play. There is a need for a mechanism to pool, price and trade the risks of the poor and the means to do this would be an insurance product that is able to bring under its fold the poor with varying risk profiles. 3.) Financial including credit, equity and leasing: This class of products has great relevance to the promotion of micro-enterprises. Even when these services do not benefit the poorest of the poor directly, they may provide benefits to them through the promotion of economic activity and employment. Equity is an important means of sharing the risk of enterprising poor to engage in ventures with the possibility of high returns.
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4.
Derivatives:
Derivatives are instruments the valve of which is
derived from the value of an underlying asset. Derivatives enable a buyer and a seller to enter into a contract in the present period to buy/sell at a future date at a pre-determined rate. The principles of a derivative contract appear to have relevance in the context of commodity markets and indices based on weather and other variables that have a bearing on the livelihoods of the poor.
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SOCIAL CONTRIBUTION Standard Chartered Bank social sector initiatives aim to resolve some of the most fundamental developmental problems facing India today. Our involvement is primarily in terms of non-commercial support to fill knowledge and practice gaps in specific thematic areas----Infant Health at Birth, Elementary Education and Micro Financial Services. www.standarcharteredbank.co.org is an interactive platform that seeks to: Bring together participants in the development process to widen and deepen the discourse informing development practice. Interactive features include discussion boards and facilities to post papers, articles or other resources. Publish research related to innovations and significant problems within the identified thematic cases. Enable online application for funding
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MISSION STATEMENT OF STANDARD CHARTERED BANK To identify and support initiatives, which are, designed to improve the capacity of the poorest of the poor to participate in the larger economy. These initiatives must be cost effective, capable of large scale replication and should have the potential for both near and long term impact. To leverage technology in order to overcome constraints and enhance the effectiveness of various social initiatives,
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FOCUS AREAS The SIG has three focus areas: Health: healthy) This focus seems to have the potential for maximum long and short-term impact and appears achievable in the most cost-effective and therefore saleable manner. The Infant Mortality Rate (IMR) measured as the number of deaths per 1000 live births within the indicator for gauging progress. The target of the SIG is to work to ensure a steady and significant decline in this rate at a national level, while seeking to reach a goal of 30 per thousand by 2011. Education: Elementary Education (Maximizing the number of 14-year-olds, who have a basic level of education) Education (and not just literacy) up to the elementary level seems to be almost a necessary condition for any individual (rich or poor) to be able to participate in any manner in the larger economy. Here the goal is to work towards the universalisation of elementary education all across India, rural and urban, with a substantial difference being made by 2011. The goal focuses on retention in school and learning achieved. Money: Micro Financial Services (Maximizing access to basic financial services. These services would include basic banking (savings and cash management), finance (debt and equity), insurance (life and health) and derivatives. The goal here is to facilitate universal access to these four services by the year 2011. Infant Health at Birth Elementary Education Micro Financial Services Infant Health at Birth (Maximizing the proportion of infants born
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STANDARD CHARTERED BANK AND THE SOCIAL SECTOR The changed economic climate in India, with a growing emphasis on the market, has hastened the need for an informed and participatory socio-economic order. As one of the largest players in the economic landscape of the country, Standard Chartered Bank believes that its involvement in the commercial sector must be backed by a simultaneous commitment in the social sector. This is particularly so if any of the larger goals of economic liberalization in India, and of its players, is to be brought to fruition. Standard Chartered Bank seeks to perform its role in the social sector through a dedicated not-for-profit group, the Social Initiatives Group (SIG).
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RELATED INTERESTS In addition to its core areas of focus, the SIG, in a limited manner, supports some other initiatives: --1. Non-governmental Organizations (NGO) Capacity Building This is supported through the GIVE (Giving Impetus to Voluntary -Effort) Foundation and the web site www.SCBcommunities.org The web site seeks to provide a variety of services to NGOs listed on the site including facilitating the receipt of donations online (Give online), sale of NGO products (Shop Online), volunteering of time and skills (Volunteer online) and news (News Online). 2. Modernization of the Indian Financial System This involves encouraging appropriate research and institution building efforts on a national basis. The web site, www.standardardcharteredresearchcentre.org, is a virtual nonprofit research centre that acts as a platform to address and encourage debate, and develop a nonpartisan opinion on various issues of concern and interest in financial economics relating to emerging market. Standard Chartered Bank supported the development of various financial institutions such as the National Stock Exchange and the Bombay Stock Exchange. It has also supported the Institute for Financial Management and Research, Chennai.
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STRATEGY At a very basic level, the programmes and projects supported by the SIG are required to cater to the poorest. They should enable them to become active and informed participants in socio-economic processes as opposed to passive observers. These initiatives much be output oriented, with a focus on producing measurable outcomes the meet a minimum quality requirement. The initiatives also need to be cost-effective. This is in recognition of the fact that resources are limited and their efficient use is imperative if the maximum number is to benefit Cost-effectiveness also facilitates the adoption of the initiative in other contexts. The initiative must be scalable. Scalability implies the ability to draw upon important elements of a programme and adapt them to suit the needs of a specific situation. It should be possible to do so at a national level. Even if the programme itself is not directly saleable, it should be possible to take away significant lessons from it in order to enrich work in other settings. All supported initiatives should have the potential for both near and long-term impact. Consequentially, it is important that the impact of these programmes, in the near and long term, be carefully understood and analyzed in a rigorous manner and not through anecdotes. It is critical to clearly understand how an initiative is performing in terms of its predetermined goals and in comparison to alternatives. There is little doubt that a complex of factors, very often beyond the control of the programme organization, will influence the outcome. Yet, serious and regular impact analysis can only make the programme richer and is essential. The SIG assigns greater valve to programmes/organizations that carefully examine the short-term and long-term implications of their, action. In pursuit of its goals in the three focus areas, the SIG tends to support reasonably large-sized initiatives so that issues such as cost-effective-ness, scalability and impact assessment can be dealt with more directly. These initiatives not only have the potential to provide key research inputs to other programmes, but also tend to have a large impact that benefits the communities they work with. The approach of the SIG may thus be characterized more broadly as action research, to distinguish
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it form pure academic research. However, in its research work and impact assessment, the SIG seeks to adhere to the highest standards of academic rigor. It often works in partnership with academic institutions such as Institute of Rural Management Anand, KEM, Massachusetts Institute of Technology, Tata Institute of Social Sciences, University of California, Berkeley and the University of Southampton. It is crucial that the programmes supported by SIG be time-bound. This lends clarity to the aim of the programme and prevents its intent from getting diluted over time. The SIG works by identifying gaps in knowledge and practice in its focus areas and locating initiatives that address these gaps in a manner consistent with the SIGs mission. The identification of research needs is followed by an indepth analysis of the short-term and long-term implications of various forms of action. Among other things, this requires taking a comprehensive overview of work already done in the country and outside. The SIG, thus, seeks to answer through the projects it supports and, thereby, contribute to findings that help the sector. It should be pointed out that the SIG does not function as a rollout agency. An important feature of the SIGs strategy is the belief in strengthening or supplementary existing systems, rather than investing in parallel structures. Another key element of its strategy is the building of long-term relationships with suitable partners. As part of this effort, the SIG works actively to improve the efficacy of these partners and ensure sustained impact. In pursuit of its goals, the SIG seeks to work actively with research agencies, Non-Governmental Organisations (NGOs), Corporates, Government departments, local stakeholders and international organisations. It should also be noted that the group believes modern technologies, particularly Information and Communication Technologies (ICT) can prove to be important facilitators if used appropriately. The SIG also seeks to disseminate its findings and that of others in the field to a broad spectrum of participants using a variety of media, such as print and the Internet. It also encourages its team members to develop independent points of view in their own focus areas, and supports the publication of this work. The most recently published papers by the team members are listed below.
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TECHNOLOGICAL CONTRIBUTION STANDARD CHARTERED BANK believes that technological
advancements play a central role in Indias economic and industrial development. They are among the critical factors necessary for the nation to become competitive and efficient in the global economic arena. Towards this end STANDARD CHARTERED BANK has become one of the largest arrangers of the technology finance in India. STANDARD CHARTERED BANK manages US AID and World Bank funds for its various technology-financing programmes . These programmes are aimed at providing finance for the development and commercialization of technologies in the areas of post-farm agriculture, non-conventional energy research and pollution control.
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MARKET STRATEGY Market Strategy is a fortnightly report contributed by the Research Group at STANDARD CHARTERED BANK Treasury. It not only presents an analysis of the significant economic developments during the fortnight, but is also supplemented by a forward-looking strategy oriented commentary on three segments of the Indian Financial markets; namely the Fixed Income, the Equity and the Foreign Exchange markets. A special feature section is devoted to a detailed look at an issue of economic and financial interest.
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RISK MANAGEMENT Risk is an inherent part of STANDARD CHARTERED BANK Banks business, and effective Risk Compliance & Audit Group is critical to achieving financial soundness and profitability. Standard Chartered Bank has identified Risk Compliance & Audit Group as one of the core competencies for the next millennium. The Risk Compliance & Audit Group (RC&AG) at Standard Chartered Bank benchmarks itself to international best practices so as to optimize capital utilization and maximize shareholder value. manages the principal risks: Credit risk (the possibility of loss due to changes in the quality of Market risk (the possibility of loss due to changes in market prices and Operational risk (the potential for loss arising from breakdowns in policies counterparties) rates of securities and their levels of volatility) and controls, human error, contracts, systems and facilities) The ability to implement analytical and statistical models is the true test of a risk methodology. In addition to three departments within the Risk Compliance & Audit Group handling the above With well defined policies and procedures in place, Standard Chartered Bank identifies, assesses, monitors, and
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CREDIT RISK MANAGEMENT Credit risk, the most significant risk faced by STANDARD CHARTERED BANK, is managed by the Credit Risk Compliance & Audit Department (CRC&AD) which evaluates risk at the transaction level as well as in the portfolio context. The industry analysts of the department monitor all major sectors and evolve a sectoral outlook, which is an important input to the portfolio planning process. The department has done detailed studies on default patterns of loans and prediction of defaults in the Indian context. Risk-based pricing of loans has been introduced. The functions of this department include: Review of Credit Origination & Monitoring Credit rating of companies/structures Default risk & loan pricing Review of industry sectors Review of large exposures in industries/corporate groups/companies Ensure Monitoring and follow-up by building appropriate systems such as CAS Design appropriate credit processes, operating policies & procedures Portfolio monitoring Methodology to measure portfolio risk Credit Risk Information System (CRIS) Focused attention to structured financing deals Pricing, New Product Approval Policy, Monitoring Monitor adherence to credit policies of RBI
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During the year, the department has been instrumental in reorienting the credit processes, including delegation of powers and creation of suitable control points in the credit delivery process with the objective of improving customer response time and enhancing the effectiveness of the asset creation and monitoring activities. Availability of information on a real time basis is an important requisite for sound risk management. To aid its interaction with the strategic business units, and provide real time information on credit disk, the CRC&AD has implemented a sophisticated information system, namely the Credit Risk Information System. In addition, the CRC&AD has designed a web-based system to render information on various aspects of the credit portfolio of STANDARD CHARTERED BANK.
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MARKET RISK MANAGEMENT Market Risk Compliance & Audit Group Standard Chartered Bank is exposed to all categories of Market Risk, viz. Interest Rate Risk (risk due to changes in interest rates) Exchange Rate Risk (risk due to changes in exchange rates) Equity Risk (risk due to change in equity prices) Liquidity Risk (risk due to deterioration in market liquidity for tradable instruments) The Market Risk Compliance & Audit Department evaluates tests and approves market risk methodologies developed by the Treasury. It also participates in the new product approval process on a firm-wide basis and evaluates all new products from a market risk perspective.
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OPERATION RISK MANAGEMENT STANDARD CHARTERED BANK, like all large banks, is exposed to many types of operational risks. These include potential losses caused by events such as breakdown in information, communication, transaction processing and settlement systems/procedures. The Audit Department, an integral part of the Risk Compliance & Audit Group, focuses on the operational risks with the organization. In recent times, there has been a shift in the audit focus from transactions to controls. Some examples of this paradigm shift are: Adherence to internal policies, procedures, and documented processes Risk Based Audit Plan Widening of Treasury operations audit coverage Use of Computer Assisted Audit Techniques (CAATs) Information Systems Audit Plans to develop/buy software to capture the workflow of the Audit Department The Audit Department conceptualized and put into operation a Risk based Audit Plan during the year 1998-99. The Risk Based Audit Plan envisages allocation of audit resources in accordance with the risk constituents of STANDARD CHARTERED BANK business.
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PRESS KIT STANDARD CHARTERED BANK Securities Limited (STANDARD
CHARTERED BANK Securities) Leading investment bank of India. History: A subsidiary of STANDARD CHARTERED BANK, STANDARD CHARTERED BANK Securities was set up in February 1993 to provide investment-banking services to investors in India. As on date Standard Chartered Bank holds 99.9% of the share capital of STANDARD CHARTERED BANK securities. Overview: STANDARD CHARTERED BANK securities are a strongly positioned investment bank in India and provide products and services in Fixed Income, Equities and Corporate Finance. In the fixed income business STANDARD CHARTERED BANK Securities is a leading market participant in the country. STANDARD CHARTERED BANK Securities fixed income activities include interest rate trading, derivatives trading, research and issue management. The Corporate Finance business focuses on industry consolidation. STANDARD CHARTERED BANK Securities has been involved in a number of mergers, cross border acquisition, equity and bidding for a number of reputed companies. The equity business offers research, sales and execution services to institutional investors in the secondary market and capital market related services such as execution of public offerings, structuring and regulatory and legal documentation services. In order to assist/provide corporate clients and institutional investors with investment banking services in the United States of America, STANDARD CHARTERED BANK Securities has set up two subsidiaries namely, STANDARD
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CHARTERED BANK Securities Holdings Inc and STANDARD CHARTERED BANK securities Inc, STANDARD CHARTERED BANK Securities Inc, has become the registered broker dealer with the National Association of Securities Dealer Inc, empowering it to engage in a variety of securities transactions in the U.S. market. STANDARD CHARTERED BANK Brokerage Services Limited, a member of the National Stock Exchange of India Limited, is the domestic broking subsidiary of STANDARD CHARTERED BANK Securities. Year in review: STANDARD CHARTERED BANK Securities is amongst the largest arranger of funds in Debt and Equity segments and also amongst the leading advisors in Mergers and Acquisitions. Its clients include a wide range of India and foreign corporations and institutional investors. STANDARD CHARTERED BANK Securities continued to maintain its leadership position in the industry and delivered a remarkable performance. STANDARD CHARTERED BANK securities net worth was Rs. 3.51 billion, an increase of 10.03% over the previous year. STANDARD CHARTERED BANK Securities was placed as a No. 1 advisor for M &As in India, with closure of 4 deals aggregating to US$142.47 million (This is as per recent rankings published by Bloomberg for the first quarter of 2010). STANDARD CHARTERED BANK Securities raised Rs. 6.7 billion through initial public offerings (IPOs).
A summary of the financial performance of STANDARD CHARTERED BANK Securities is as follows:

(Rupees. in Million) Particulars for the year ended March 31, 2010.
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2010
Total Income Expenditure Profit Before Tax Profit After Tax Share Capital Reserves 3053.19 626.03 1493.59 1029.44 2030.03 1480.78 PRESS KITS
2009
3788.05 562.68 1876.17 1278.91 2030.03 1161.85
STANDARD CHARTERED BANK Venture Funds Management Company, Limited -Indias largest venture capital company History: STANDARD CHARTERED BANK Venture (formerly TDICI Limited was founded in 1988 as a joint venture with the Unit Trust of India. Subsequently STANDARD CHARTERED BANK bought out UTIs stake in 1998 and STANDARD CHARTERED BANK Venture became a fully owned subsidiary of SCB. STANDARD CHARTERED BANK Venture also has ah affiliation with the Trust Company of the West (TCW), which provides it a platform for networking Indian companies with global markets and technology. Strong parentage and affiliates for STANDARD CHARTERED BANK Venture also translates into access to a broad spectrum of financial and analytical resources thus enabling a keen understanding of the Indian financial markets and entrepreneurial ethos
34
Year in review
(FY
2009-2010)
Financial year 2009-10 was a landmark year for STANDARD CHARTERED BANK Venture. STANDARD CHARTERED BANK Venture raised the largest Indian Private Equity Fund and also engineered effective exits and enhanced the value of its existing portfolio. STANDARD CHARTERED BANK Venture Funds launched four new domestic funds whereas six existing funds under management were either liquidated or were in the process of liquidation. The most significant achievement of STANDARD CHARTERED BANK Venture was the successful first closing of the Rs.750 billion India Advantage Fund launched this year
A summary of the financial performance of Standard Chartered Bank Venture Funds Management Company Limited is as follows:
(Rupees. in Million) Particulars for the year ended March 31, 2010.
2010
Total Income Expenditure Profit Before Tax Profit After Tax Share Capital Reserves 356.57 170.92 185.65 124.95 31.25 288.77
2009
203.08 113.59 89.50 55.73 31.25 254.45
2008
363.6 178.9 184.07 104.5 30.0 230.7
PRESS KIT
35
STANDARD CHARTERED BANK Prudential Life Insurance Company Limited (STANDARD CHARTERED BANK) -leading private life insurance company of India. History: Incorporated on July 20, 2000 it is a 74:26, joint venture between STANDARD CHARTERED BANK Prudential plc of U.K.In November 2000, STANDARD CHARTERED BANK Prudential Life Insurance was granted Certification of Registration for carrying out life insurance business by the Insurance Regulatory & Development Authority of India. The Company issued its first policy on December 12, 2000. Year of review 2009-2010: STANDARD CHARTERED BANK Prudential has consolidated its position as the leading private life insurer in India. STANDARD CHARTERED BANK Prudentials annualized premium grew more than three fold over the previous year. Continuity with its Customer First philosophy, STANDARD
CHARTERED BANK Prudential has significantly expanded its presence to 29 operational Branches (2001-2002:16), with the Advisor Force growing to over 18,000. It has also strengthened its Alternate Distribution channels, i.e. Banc assurance, Corporate Agents and Direct Marketing, making purchase of insurance more accessible. Banc assurance and Direct Marketing channels have contributed to over 18% of the Annualized Premium. STANDARD CHARTERED BANK Prudential was amongst the first to identify the emerging opportunity in the Pension segment and launched two linked pension products Life Time Pension and Life Link Pension, which have been well received in the market.
36
A summary of the financial performance of STANDARD CHARTERED BANK Prudential Life Insurance is as follows:
(Rupees. in Million) Particulars for the year ended March 31, 2010
2009
Premium Income Other Income Total Income Expenditure Net Profit/Loss Share Capital 4176.00 120.60 4424.00 8.63 (1471.82) 4250.00
2010
1163.00 220.71 1193.71 11.07 (1050.98) 1900.00
37
INVESTOR RELATIONS Standard Chartered Bank disseminates informations on its operations and initiatives on a regular basis. The Standard Chartered Bank serves as a key investor awareness facility, allowing stake holders to access information on Standard Chartered Bank at their convenience. STANDARD CHARTERED BANK dedicated investor relations personnel play a proactive role in disseminating information to both analysts and investors and respond to specific queries.
LOANS OF STANDARD CHARTERED BANK PERSONAL LOANS
38
Loans for salaried & self employed individuals. Loans are available from Rs. 20,000 to Rs. 10 Lakhs. Repayment tenures from 12-60 months. No Security, Collateral or Guarantors required. Loans can be used for any purpose with no questions asked regarding the end use of the loan. A balance transfer facility available for those who want to retire any higher debt. All loan repayments are done via equated monthly installments (EMI).
OTHER LOANS HOME LOANS
39
Attractive interest rates Door-step service from enquiry stage till final disbursement Can transfer your existing high-interest rate loan Free personal accidental insurance Special 100% funding for select properties
CAR LOANS The # 1 financier for car loans in the country. Preferred financier status with 12 leading car manufacturers. Largest network of branches and ATMs amongst private & foreign banks. Largest network of more than over 800 Direct Sales Agencies over 275 cities. Tie-ups with all leading dealers to ensure one stop solution. Flexible schemes & quick processing. Finance available for used cars. Hassle-free application process. All loans at the sole discretion of Standard Chartered Bank Ltd.
CONSTRUCTION EQUIPMENT LOANS Construction activities account for 5-6% of the country's GDP. 40-50% of the capital expenditure is through construction related activities.
40
Construction Industry is the second largest employer employing almost 32 million people. Having funded infrastructure for over 4 decades, we understand the need of the customers better. Standard Chartered Bank offers attractive financial packages through our excellent distribution network. Our products are customized for new entrepreneur to large business houses. We have tie-up with leading construction equipment manufacturers for wide range of products. We take over existing high cost loans at competitive terms resulting in huge savings. Quick processing due to easy formalities and one time sanction of loans for Disbursement over a period of time.
FARM EQUIPMENT LOANS Preferred financier for almost all leading tractor manufacturers in the country.
41
Financing farm equipments in over 255 locations spread across the country. Fast processing of files with easy documentation. Flexible repayment options in tandem with the farmer's seasonal liquidity. Monthly, Quarterly and Half-yearly repayment patterns to choose from. Comfortable repayment tenures from 1 year to 6 years. COMMERCIAL VEHICLES LOANS There is no processing or documentation fee. Reaches you through more than 180 locations across the country. Range of products under one umbrella. Funding of various products like HCVs, MCVs, LCVs, 3 wheelers , used vehicle funding , construction equipments & farming equipment. Range of services like funding of new vehicles , refinance on used vehicles, balance transfer on high cost loans , working capital loans & other banking products. Preferred financier status with most of the leading manufacturers. Simple documentation. Quick turn around time. Flexible financing solutions to meet the individual requirement. CV Sales grow by 33.5 %
OFFICE EQUIPMENT LOANS Minimum documentation required
42
Our Key features are: Doorstep Service Minimum documentation Competitive Interest rates Flexible repayment structure Hassle-free application process TWO WHEELER LOANS Standard Chartered Bank offers the Best Deals on Two Wheeler Loans: "Zoom" away in your favourite two wheeler. Avail our attractive schemes at competitive interest rates. Finance facility available for all two wheelers ranging from mopeds to motor bikes. Now avail Finance up to 90%* of the On Road Cost of the vehicle, repayable in convenient tenure options ranging from 6 months to 36 months*. Ride Easy Pay Easy with Standard Chartered Bank Two Wheeler Loans. In an unlikely case of your not meeting our norms NO PROBLEM-you can still avail our loan; any blood relative can be your co-applicant.
LOANS AGAINST SECURITIES
43
Loans against Securities enable you to obtain loans against your securities. So you get instant liquidity without having to sell your securities. All you have to do is pledge your securities in favour of Standard Chartered Bank We will then grant you an overdraft facility up to a value determined on the basis of the securities pledged by you. A current account will be opened and you can withdraw money as and when you require. Interest will be charged only on the amount withdrawn and for the time span utilized. We offer loans against: Demat Shares RBI Relief Bonds Mutual Funds Units India Millennium Deposits (IMDs) Standard Chartered Bank Bonds Life Insurance Policies (Single Premium)
MEDICAL EQUIPMENT LOANS
44
As a top-notch professional, you are aware of the distinct advantages that the latest medical equipment can give your patients. Standard Chartered Bank Medical Equipment Loans will support you in your effort to give the best to your patients. It's our humble way of being involved in a noble profession. We offer loans for: Purchase of New equipments. Takeover of Existing loans. Our Key features are: Doorstep Service. Funding in more than 150 locations across the country. Competitive interest rates. Flexible repayment structure.
45
PROJECT PROFILE
INTRODUCTION TO THE PROJECT PROJECT TITLE: Marketing research and sales promotion of personal loans in Standard Chartered Bank. PERSONAL LOANS Loans for salaried & self employed individuals. Loans are available from Rs. 20,000 to Rs. 10 Lakhs. Repayment tenures from 12-60 months. 46
No Security, Collateral or Guarantors required. Loans can be used for any purpose with no questions asked regarding the end use of the loan. A balance transfer facility available for those who want to retire any higher debt. All loan repayments are done via equated monthly installments (EMI). The potential market can be studied by knowing the various eligibility criteria as well as the interest of the consumers. Hence, during survey we dried our maximum effort to get the complete personal information of the respondents through questionnaires and also tried to capture the interests of the consumers by telling them about various facilities provided by the blank. During survey we met salaried as well as self employed people.
The
various
eligibility can
criteria be
for
salaried by the
and
self
employed
people
shown
following
illustration: --ELIGIBILITY CRITERIA Eligibility
47
Criteria Age Net Salary Eligibilty
Salaried
Self - Employed
25 yrs. - 58 yrs. 25 yrs. - 65 yrs. Net annual income - Rs. Net Profit after tax - Rs. 96,000 p.a 60,000 p.a Doctors, MBA's, Employees of Public Ltd. Architects, CA's, cos. , Private Ltd. cos. Engineers, Traders & MNCs Or Government. Manufacturers 3 Years
Years in current job / 1 Year profession Years in current residence 1 Year
1 Year
The various other information regarding personal loans of Standard Chartered Bank can be shown as follows: ----
DOCUMENTATION
48
Documents ( Pre Sanction)
Salaried
Self Employed Yes
Latest 3 months Bank Statement (where salary/income Yes is credited) Latest 2 salary slips Yes Last 2 years ITR with computation of income / Certified Financials Proof of Turnover (Latest Sales / Service tax returns) Proof of Continuity current job (Form 16 / Company Yes appointment letter ) Proof of Continuity current profession (IT Returns / Certificate of business continuity issued by the bank) Proof of Identity (any one)Passport / Driving License / Voters ID / PAN card / Photo Credit Card / Employee Yes ID card Proof of Residence (any one) Ration Card / Utility bill / Yes LIC Policy Receipt Proof of Office (any one) Lease deed / Utility bill / Municipal Tax receipt / title deed Proof of Qualification Highest Degree (for Yes Professionals / Govt employees
Yes Yes
Yes Yes Yes Yes Yes
APPLICATION PROCESS You have the option of applying online for a personal loan. A Standard Chartered Bank Ltd. representative will contact you to service your loan requirements.
49
On receiving the completed application form with the requisite documents, we shall process your loan within 3 working days. Please do not send any payment via cash/ cheque with your application. Kindly ensure that all Post Dated Cheques are drawn in favour of "Standard Chartered Bank Limited", duly filled in all respects and endorsed "Account Payee only". RATES AND FEES A processing fee of 2% of the loan amount is applicable. These fees are deducted upfront from the disbursement amount. Prepayment of the loan is possible after 180 days of availing the loan. Foreclosure charges as applicable would be levied on the outstanding loan. Part pre-payment is not allowed. No other fees or commitment charges are levied. To maximize profit is the general progressive formula for all the business organizations. Thus it is of almost importance for the business house to explore all the possible avenues where survey can be done and organisation could captures the consumer satisfaction. However, marketing is often treated as a fragmented assortment of competing independently operating organisation. The importance of any segment cannot be overlooked. Thus it is of prime importance for the entire business organisation that all the avenues for marketing the product as narrated above be explored and profits maximized.
PROJECT AT A GLANCE ORIGIN OF REPORT:--
50
The project under taken by me was a part of my MBA program. It was 2 month summer training, when I got exposure to the market and got an opportunity to apply my theoretical knowledge practically. Organization:-STANDARD CHARTERED BANK Address:-STANDARD CHARTERED BANK K-3 Brahm Dutt Tower, 1st Floor Sector-18, Noida-201301, India Mobile no: 98730 03008 Internet: www.standardchartered.co.in PROJECT TITLE: ---Marketing research and sales promotion of personal loans in Standard Chartered Bank. Duration: ---2 months from 3rd May 2010 to 28th June 2010
Organizational Guide: Mr. Ishpreet Singh Gandhi (Area Sales Manager) Standard Chartered Bank, Noida 51
Sources and Methods of Data Collection:Data was collected by random sampling method through personal interviews and questionnaires of respond from various government offices and markets. The people I visited for collection of data are as follows: ---Salaried (Employed of various government offices) Self employed (Traders or shopkeepers) Areas covered during survey in NCR: Government Offices :----( Salaried):
Markets (Self Employed):-Sample Size:-200 Consumers 100salaried 100 self employed
52
RESEARCH METHODOLOY & LIMITATIONS
RESEARCH METHODOLOGY AND LIMITATIONS RESEARCH DESIGN:-The purpose of the methodology is to design the research procedure. This includes the overall design, the sampling procedure, the data collection method and analysis procedure. 53
Marking research is the systematic gathering recoding and analyzing of data about problem retaining to the marketing of goods and services. The essential purpose of marketing research is to provide information, at the best which will facilitate decisions the when identification such of an are opportunity of problem situation and to assist manager in arriving possible situations encountered. Basically there are two types of researches, which according to their applicability, strength, weaknesses, and requirements used before selecting proper type of research, their suitability must be seen with respect to a specific problem two general types of researches are exploratory and conclusive. 1. Exploratory Research Design: --It is also known as qualitative research, it seeks to discover new relationships it aims a defining the main problem & inducing the identification of the relevant variables and the possible alternative solutions it can further be divided in to three parts. 2. Conclusive Research: ---
It is also known as quantitative research; it is designed to help executives of action that is to make decision. When a marketing executive makes a decision are course of action is being selected from among a number of available. The alternatives may be as few as two or virtually infinite. They may be well defined or only vaguely glimpsed. Conclusive executives research make a provides rational information, decision. In which some helps the instances,
particularly if any experiment is run, the research may come close to specifying the precise alternatives to choose, in their cases especially with descriptive studies the research will only
54
particularly clarify the situation and much will be left to the executives judgment. 3. Data collection Method: ---
The most important and necessary thing is collection accurate data to achieve useful results. Questioning and observations are the two basic methods of collecting data in marketing research. Questioning as the name suggest is distinguished by the fact that data are collected by asking questions to people who are thought to have the desired information. It may be asked in person or in writing. Under observations researchers ask no objects or actions in which they are interested may be manually or mechanically. 4. (a) Advantages of Questioning Method Versatility: ---
Every marketing problem involves people therefore ideas relating to the problem and its solution can be obtained by asking these people about the problem. Knowledge, opinions, motivation and intentions are usually not open to observations, except where records have been maintained. (b) Speed and cost: ---
Questioning is cheaper and factor then observing interviewers have more controls over their data gathering activities observers very less time is wasted questioning. 5. (a) (b) Disadvantages of Communication under
Questionnaire Studies: --Unwillingness of respondents to provide information. Inability of respondents to provide information. 55
(c)
Influence of questioning process.
6.
Method
of
Communication
under
Questionnaire
Studies: --There different methods of communications are available: --(a) Personal Interviews: --Under this the interview obtains information from respondents in face-to-face meeting.
(b)
Telephone: ---
It is similar to that of personal interviews, but the communication between interviewer and respondents is via telephone instead of face-to-face meeting or direct personal content. (c) E-mail:--who also return them by e-mail sometimes. Under this method the questionnaires are e-mailed to the respondents Unstructured questions and difficult the customers are not very well aware, are more effectively handles by personal interviews. (7) Personal Interviews: --Unstructured well questions and long and difficult
It is most versatile and flexible of the three communication methods. not very questionnaires or the questions about which the customers are aware, are effectively handled by personal interviews.
56
During the interview itself the presence of interviewer permits flexibility in procedure. The questioning can be adapted to saturation further explanations or clarification can be given to the respondent for sorting another greatest advantage of using personal interviewers in that projects can be stopped or altered at any point during the study, which is not possible with mail study. 8. most INFORMATION OBTAINED: ---commercial research organization operate on the
Both quality and quantity of information obtained are important assumption that questions can be handled best, by personal interviews, next best by mail, least by telephone. 9. Influence of interviews: ----
The presence of the interviewers undoubtedly has some effect on accuracy of the data obtained. The effect may be good or bad or both the interaction between interviewer and respondent may bias the respondents replies and the personal interests and attitudes of the interviewer will cause them to interest and attitudes of the interviewer will cause them to interpretative the responses differently.
10. The
Control of sample: --largest difference among the three methods of
communication is in the about control they permit over the sample from which information are collected. A method is weak if it doesnt permit objective designation of there individuals from whom data are obtained. Every type of customers is to be located and interviewed with. Though the process is time consuming but it gives a better control. 57
11. (a)
Response Rate: --Primary Data: ---
It consists of originally collected information for the specific purpose in hand through questionnaire and personal interviews. The primary sources of information are executive, officer, personnel, staff working in departments, and least information has been collected from them under this study paper. (b) Secondary Data: --Secondary Data can be defined as data collected from somewhere else for the purpose of investigation. Such data are obtained from past records, documents, diagrams, files, letters etc.
12. (a)
Methodology Adopted: --Primary Sources: ---
Primary data consists of originally collected information for the specific purpose at hand. The primary source for the study was personal interviews with consumers through questionnaires.
(b) (i) (ii) (iii) 13.
Secondary Sources: --Books in Marketing. In house Journals. Bulletins and periodicals of STANDARD CHARTERED BANK. LIMITATIONS: --Respondents lack of time to give information and their
Support of Secondary data has been taken for the purpose from:-
casual attitude was a big hindrance in the study. 58
Small sample size does not truly depict the population size. Locating the selected address of the customers was a big problem as they were widely spread. Cost and time constraints were there, putting limitations on the results. Some sample members become non- respondents because they (1) refuse to respond (2) are inaccessible. There was an element of casualness on the part of some respondents. The person interviewed was not necessarily the person who had made the reply, which might have affected the final results.
59
QUESTIONNAIRE DESIGN
QUESTIONNAIRE DESIGN Questionnaire development is an important part of the market survey job. It is an art that calls for a lot of experiences and resourcefulness and the part of research. The questionnaire should be structured so as to collect all relevant information. It 60
often sits the framework as well as tone of the survey. The research data is build upon the framework of questionnaire the choice of work should also be appropriate and should be understood by all respondents. The questionnaire should be as simple as the subjects of the survey permits. It should be brief and to the point for many a logical sequence.
61
STATISTICAL ANALYSIS & INTERPRETATION OF DATA
STANDARD CHARTERED BANK PERSONAL LOANS
100 salaried customers Total sample size:---100 customers 100 self-employed customers I.) In a total sample size of two hundred people, the number of people interested as well as eligible for a loan from Standard Chartered Bank can be shown by the following illustration:--Table 1
62
Respondent s Interested as well as eligible Others (Eligible but not interested or interested but not eligible)
Number of respondents 40 160
Percentage 20% 80%
160 120 80 40 0 40 respondents (Interested as well as eligible) 160 respondents (Others)
Interpretation:---The above data reveals that 20% of respondents are interested as well as eligible for a loan while 80% of respondents are either eligible but not interested or interested but not eligible.
II.) Analysis of 100 salaried customers:-a.) Out of 100 salaried respondents, % of people eligible for a loan are as follows: --Table 2 Respondent s
90 Eligible 80 70 Not eligible 60 50 40 30 20 10 0 90% Eligible
Percentage 90% 10%
63
10% Not eligible
Interpretation: ---The above data reveals that 90% of the 100 salaried respondents are eligible for a loan while 10% are not eligible.
(b.) Out of 90 eligible respondents number of people interested in a loan is as follows: ---Table 3 Respond ents Interested / eligible Not interested / eligible 18/90 72/90 20% 80% Number of respondents Percentage
64
80 70 60 50 40 30 20 10 0 Eligible as well as interested (18 respondents) Eligible but not interested (72 respondents)
Interpretation: ---The above data reveals that out of 90 eligible respondents, 18 people are interested in a loan while 72 people are not interested.
c.) Out of 10 not eligible respondents, % of people interested in a loan is as follows: --Table 4 Respondent s Interested not eligible Not / 5/10 5/10 50% 50% Number of respondents Percentage
65
interested eligible
not
10 9 8 7 6 5 4 3 2 1 0
Not eligible but Interested (5 respondents)
Not eligible and not interested (5 respondents)
Interpretation: ---The above data reveals that out of 10 not eligible respondents, 5 People are interested in a loan while other 5 are not interested.
III.) Analysis of 100 self-employed customers: --Analysis of questionnaires designed for self-employed respondents 1. Are you interested in taking personal loans? Table 5 Think Number respondents of Percentage
66
Yes No
42 58
42% 58%
90 80 70 60 50 40 30 20 10 0 42% Yes 58% No
Interpretation: ---The above data reveals that out of 100 self-employed respondents, 42 people are interested in a loan while 58 are not interested.
2.)
Have you already taken personal or any other loan? Table 6 Think Yes No Number respondents 19 81 of Percentage 19% 81%
67
90 80 70 60 50 40 30 20 10 0 19% Yes 81% No
Interpretation: ---The above data reveals that out of 100 self-employed respondents, 19 people have already taken a loan and while 81 have not taken any loan.
3.)
When have you started your business? Table 7 Think Number of respondents Below 1 6 year 1 years Above 3 years 84 84% to 3 10 10% Percentage 6%
68
5 years 4 years 3 years 2 years 1 year 0 6% Below 1 Year 10% 1 to 3 Years 84% Above 3 Years
Interpretation: ---The above data reveals that 6% of the respondents have completed less than 1 year of their business, 10% of the respondents have completed 1 to 3 years of their business while 84% of the respondents have completed more than 3 years.
4.) Are you interested in taking personal loans from STANDARD CHARTERED BANK banks? Table 8
80 Yes 70 No 60 50 40 30 20 10 0
Think
Percentage 42% 58%
42% Yes
69 58%
No
Interpretation: ---The above data reveals that 42% of the respondents are interested in a loan from Standard Chartered Bank while others are not interested.
5.)
What is your annual income? Table 9 Think Number of respondents 50,000 to 38 Percentage 38% 34% 18%
60,000 60,000 to 80,000 80,000 to 18 34
70
1,00,000 Above 1,00,000

50 40 30 20 10 0 38% 50,000 to 60,000
10
10%
34% 60,000 to 80,000
18% 80,000 to 1,00,000
10% Above 1,00,000
Interpretation:---The above data reveals that:---38% of the respondents are earning Rs. 50,000 to 60,000 annually. 34% of the respondents are earning Rs. 60,000 to 80,000 annually. 18% of the respondents are earning Rs. 80,000 to 1,00,000 annually. 10% of the respondents are earning Rs. above 1,00,000 annually.
6.)
Are you undergoing monthly bank transactions? Table 10

90 Think 80 70 60 Yes 50 No 40 30 20 10 0
Number respondents 84 16
of
Percentage 84% 16%
84% Yes
71 16%
No
Interpretation:---The above data reveals that 84% of the respondents are undergoing monthly bank transactions while 16% are not.
7.)
Are you permanently settled in NCR? Table 11

90 Think 80 Yes 70 No 60 50 40 30 20 10 0
Percentage 90% 10%
90% Yes
72 10%
No
Interpretation:---The above data reveals that 90% of the respondents are permanently settled in NCR while 10% are not.
8.)
Have you filed ITR? Table 12

90 Think 80 Yes 70 No 60 50 40 30 20 10 0
Percentage 68% 32%
68% Yes
73
32% No
Interpretation:---The above data reveals that 68% of the respondents have filed ITR while 32% have not.
74
Results obtained from above questionnaires designed for self-employed customers a.) Out of 100 self-employed respondents, number of people eligible for a loan are as follows: --Table 13 Responde nts Eligible Not eligible Number respondents 62 38 of Percentage 62% 38%
90 80 70 60 50 40 30 20 10 0 62% Eligible 38% Not eligible
Interpretation:---The above data reveals that 62% of the 100 self-employed respondents are eligible for a loan while 38% are not eligible.
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(b.) Out of 62 eligible respondents number of people interested in a loan are as follows:---Table 14 Responde nts Interested / eligible Not interested / eligible 40/62 64.52% 22/62 35.48% Number of respondents Percentage
80 60 40 20 0 Eligible as well as interested (22 respondents) Eligible but not interested (40 respondents)
Interpretation:---The above data reveals that out of 62 eligible respondents, 22 people are interested in a loan while 40 people are not interested.
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c.) Out of 38 not eligible respondents, % of people interested in a loan are as follows:--Table 15 Number nts respondents Interested 20/38 / not eligible Not 18/38 interested / not eligible Responde of Percentage 52.63% 47.37%
25 20 15 10 5 0 Not eligible but interested (20 respondents) Not eligible and not interested (18 respondents)
Interpretation:---The above data reveals that out of 38 not eligible respondents, 20 people are interested in a loan while other 18 are not interested.
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FINDINGS
78
FINDINGS Keeping in view the analysis and interpretation, the main findings obtained are as followsFrom the total sample size of 200 respondents, 20% of respondents are interested as well as eligible for a loan while 80% of respondents are either eligible but not interested or interested but not eligible. Findings for 100 salaried respondents 90% of the 100 salaried respondents are eligible for a loan while 10% are not eligible. Out of 90 eligible respondents, 18 people are interested in a loan while 72 people are not interested. Out of 10 not eligible respondents,5 people are interested in a loan while another 5 are not interested Findings for 100 self-employed respondents 62% of the100 self-employed respondents are eligible for a loan while 38% are not eligible. Out of 62 eligible respondents, 22 people are interested in a loan while 40 people are not interested. Out of 38 not eligible respondents, 20 people are interested in a loan while 18 people are not interested.
79
CONCLUSIONS
80
CONCLUSIONS Keeping in view the findings, conclusions obtained are as follows---From the total sample size of 200 respondents, 20% of respondents are interested or eligible for a loan while 80% of respondents are either eligible but not interested or interested but not eligible. Conclusions for 100 salaried respondents 90% of the 100 salaried respondents are eligible for a loan while 10% are not eligible. Reasons for non eligibility of respondents---Low income. Continuity in current profession less than 1 year. Non-availability of proof of residence. Non-availability of proof of continuity in current job. Out of 90 eligible respondents, 18 people are interested in a loan while another 5 are not interested. Out of 10 not eligible respondents, 5 people are interested in a loan while another 5 are not interested Reasons for the respondents who are not interested High interest rate. More faith in government Banks. Not satisfied with Standard Chartered Bank services.
81
Conclusions for 100 self-employed respondents--62% of 100 self employed respondents are eligible for a loan while 38%are not eligible. Reasons for non-eligibility of respondents---Not filed ITR. Low annual income. Not sufficient Bank transactions in a month Completed less than 1 year of their business. Low turnover. Out of 62 eligible respondents, 22 people are interested in a loan while 40 people are not interested. Out of 38 not eligible respondents, 20 people are interested in a loan while 18 people are not interested. Reasons for the respondents who are not interested--High interest rate. More faith in government Banks. More faith in banks with low interest rate. Not satisfied with services of STANDARD CHARTERED BANK.
82
SUGGESTIONS
83
SUGGESTIONS
Standard Chartered Bank has to change their policy and to plan their strategy to check its services in order to increase the level of satisfaction of customers. Various presentations should be made in various clubs and societies in NCR so as to make people aware about the personal loans of STANDARD CHARTERED BANK. The Bank should come up with more aggressive customized banking and relationship based banking. The Bank should go for more local advertising, telling about its various flexible schemes. Mode can be hoarding, newspaper, and personal contacts. Regular visit of service persons to the customers should be made. Since most of the population belongs to the middle class families, so they are not able to afford the high interest rate of personal loans of STANDARD CHARTERED BANK. So there should be some decrease in the interest rate. The EMI should be decreased. Properly identified staff should be deputed for marketing. They should be well disciplined, punctual, alert and of enquiry mind. Bank should organize image building activities to get identification as a different bank in society. Premises matters assumed very important role in attracting the public and effort should be made to change the present premises to be a bigger one so that it presents a good look so as to have a pleasant and inviting banking atmosphere. Efforts should be made to take the building to the ground floor so that even the old age people feel comfortable and enjoy banking.
84
BIBLIOGRAPHY
85
BIBLIOGRAPHY Websites such as: * www.SCBbank.com * www.socialinitiatives.com Books: Philip KotlerPrinciples of Marketing Prentice Hall of India Pvt., New Delhi, 2nd Edition. William J. StantonFundamentals of Marketing Mc Craw Hill International Book Company, 1981, VIth Edition Boyd Westfall..Marketing Research. Tax & cases Richard D. Irwin Inc. III inions, 2000,IV Edition
Donald S. Tull..Marketing research Macmillan Publishing Dell Hawkins Banks Brochures and Manuals Professional Bank Magazines Economic Times & company New York 1984, III Edition
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ANNEXURE
87
ANNEXURE: STANDARD CHARTERED BANK PERSONAL LOANS QUESTIONNAIRE TOPIC: A study of potential market of Standard Chartered Bank regarding personal loans 1.) (a.) Name of consumer: --(b.) Address: --(c.) Phone No.:--2.) What about your occupation or designation? Service/Business 3.) Are you interested in taking personal loans? Yes/No 4.) Have you already taken personal or any other loan? Yes/No 5.) If yes, from which bank?
6.)
Are you interested in taking personal loans from STANDARD CHARTERED BANK? Yes/No
7.)
If yes, then when do you want to take? Currently/In future
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8.) 9.)
When have you started your business? What is your annual income? 50,000-60,000 / 60,000-80,000 / 80,000-1,00,000 /
Above 1,00,000 10.) Are you undergoing monthly bank transactions? Yes/No 11.) Are you permanently settled in NCR? Yes/No 12.) Have you filed ITR? Yes/No
89
CASE STUDY
Case Study:
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Standard Chartered bank Banking on customer relations Standard Chartered is the world's leading emerging markets bank headquartered in London. It offers both consumer and wholesale banking services. The bank employs 30,000 people in over 500 locations in more than 50 countries including the Asia Pacific Region, South Asia, the Middle East, Africa, the United Kingdom and the Americas. The world-wide IT infrastructure features 5,000 servers and 35,000 desktops. IT supports 600 different applications. The Standard Chartered Group was formed in 1969 through a merger of two banks: The Standard Bank of British South Africa founded in 1863, and the Chartered Bank of India, Australia and China, founded in 1853. Both companies were keen to capitalize on the huge expansion of trade and to earn the handsome profits to be made from financing the movement of goods from Europe to the East and to Africa. Bank has ambitious plans to transform its business in the country and to further expand operations across the country. The bank bears the tagline HERE FOR GOOD. Chartered Bank opened its first overseas branch in India, at Kolkata, on 12 April 1858. During that time Kolkata was the most important commercial city and was the hub of jute and indigo trades. With the opening of the Suez Canal in 1869 and the growth of cotton trade, Bombay replaced Kolkata as the main commercial center. Hence Standard Chartered shifted its main operations to Bombay. Today the Bank's branches and sub-branches in India are directed and administered from Bombay with Kolkata remaining an important trading and banking centre. The merger with the Standard Bank of British South Africa in 1969 and the acquisition of Grindlays Bank in 2000 were two key events that have played an important role in making the Bank the largest international bank in India. To cater to diverse financial It is an international bank with significant operations in Asia, Africa, the Middle East and Latin America. The Standard Chartered Group was formed in 1969 through a merger of two banks: The Standard Bank of British South Africa founded in 1863, and the Chartered Bank of India, Australia and China, founded in 1853. Both companies were keen to capitalize on the huge expansion of trade and to earn the handsome profits to be made from financing the movement of goods from Europe to the East and to Africa. Chartered Bank opened its first overseas branch in India, at Kolkata, on 12 April 1858. During that time Kolkata was the most important commercial city and was the hub of jute and indigo trades. With the opening of the Suez Canal in 1869 and the growth of cotton trade, 91
Bombay replaced Kolkata as the main commercial center. Hence Standard Chartered shifted its main operations to Bombay. Today the Bank's branches and sub-branches in India are directed and administered from Bombay with Kolkata remaining an important trading and banking centre. The merger with the Standard Bank of British South Africa in 1969 and the acquisition of Grindlays Bank in 2000 were two key events that have played an important role in making the Bank the largest international bank in India. To cater to diverse financial. CRM Solutions: Standard Chartered bank was looking for a tool that would help it analyze the huge volumes of data capture by its OLTP systems. The objective was to analyze new business opportunities, provide better customer service, and boost profitability. Standard Chartered Bank (SCB) previously used Online Transaction Processing (OLTP) system, which facilitated and managed transactionoriented applications. "The system was reliable but provided little scope for in-depth customer analysis, which is the key to survive in the fiercely competitive financial marketplace. It answered the financial queries and generated reports at a broad portfolio level, which included total earnings, debt situation, interest income, cost, fee income, and profits. The bank realized that it needed to go a step further and deploy a solution which it can use to analyze the huge volumes of data captured by its OLTP systems. The idea was to search for crucial nuggets of information from the vast amounts of transactional data at its disposal to get the right information, to the right executive and at the right time. This information can help a bank take critical business decisions in the dog-eat-dog financial world. The bank's IT team looked at the business requirement in detail and deduced that the organization needed a data warehousing and analytical solution that would help analyze customer data to enable factbased decision making in areas ranging from acquisition and risk management to cross-selling and portfolio management. After evaluating a number of vendor offerings, SCB decided to use a suite of products from SAS. It went for the SAS Customizable CRM Solutions. Varied services A better way to understand the bank's need would be to understand its customer base and the varied services it provides. SCB has over 2.2 million retail customers and over 1.3 million credit card customers nationwide. It claims to be the first to launch initiatives like a Global Credit Card and a Photo card in India. Its products and 92
services include cash management, custody, lending, foreign exchange, interest rate management, and debt capital markets for corporate. And credit cards, personal loans, mortgages, deposit taking activity, wealth management services to individuals and medium-sized businesses, and mutual funds to retail customers. "The customer base has grown three-fold in the last three years. Such a fervent pace needed to be supported by efficient management of the huge volumes of data generated and captured at each touch-point. After all it is absolutely essential to keep up the bank's unchallenged reputation of efficiency. Defining benefits The bank's vision was to champion fact-based strategic business decisions using best-in-class analytics. The objective was to enhance the organization's competitive advantage and boost profits. The bank was looking forward to the following broad benefits:

The ability to exploit changing and widening markets. The ability to implement a customer-centric approach focused on optimizing the lifetime value of the customer. The ability to concentrate on financial budgeting, cost control, and risk management. To look for new ways to minimize costs, while increasing profitability and shareholder value by effectively managing consumer relationships.
Solution needs It was clear that in order to achieve the desired benefits, the bank had to implement a data warehouse and analytical solution. "A solution that can perform analytics on the valuable customer data to answer queries across divisions. The answers would then enable us to proactively service customers and thereby ensure customer loyalty and retention. This exercise is a must for survival in a fiercely competitive environment." "Any bank today cannot ignore the risk: reward equation. Calculating it is a complex and challenging task that all bankers have to accomplish. It's the process of applying a variety of scoring techniques across product lines to arrive at the probable risk associated with each product sale and the possible rewards. Examples of products are credit cards, auto loans, and personal loans. The solution to leverage information on customer profiles and segments enable to spread the risks based on empirical data analysis."
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"The solution should also be scalable. This was crucial as the solutions would be very critical to the business, and the volumes of data kept increasing exponentially." Evaluation The bank created a team of 25 people and called it a Business Intelligence Unit. This unit was responsible for deriving and implementing strategies to analyze and exploit customer data. "The company evaluated a number of solutions from Brio, Cognos, Business Objects, and SAS. SAS was chosen as the preferred solution partner and SCB today relies on SAS solutions across Asia for its customer analytics. The SAS solutions reside on an IBM RS/6000 server running the AIX operating system. The SAS software accesses and integrates data from multiple sources and disparate systems across the enterprise. This data is then used for a variety of analyses by the Business Intelligence Unit and is disseminated to all information consumers across the bank. The information consumers include sales managers, finance resources, credit resources, product heads and managers, and the head of consumer banking via the SCB Intranet. "As a result, analytics provide a key competitive edge and are used seamlessly for empowering business manager in their goals, Analytics' benefit The solution has helped the bank effectively manage and optimize profitability of all the products that constitute its retail portfolio. "SAS's solutions forms a central part of the bank's CRM strategy. It is easier to run targeted campaigns and elicit substantially higher returns since the bank perform profit modeling for each account. This also enables micro-segmentation. Using analytics, and a test and learn culture it is known the likelihood of customers to take a new product. It is now know which card member is more likely to take an auto loan. This has resulted in more focused marketing campaigns and reduced costs with improved customer satisfaction." The organization's marketing team is now empowered with information to increase cross holding, and can target its most valuable customers (not accounts within a product line) and also help in the next best product strategy for a customer. New products With the help of the Business Intelligence (BI) solutions, SCB was able to successfully launch DIVA. DIVA is a specially designed women's 94
international credit card targeted at the Indian woman and bundled with several features. It includes discounts and zero interest rates on categories like jewellery, cosmetics, apparel, consumer durables, leather products, and mobile phones. "This was possible due to an in-depth analysis of our customer data provided by the BI solutions. It has been realized that a significant proportion of the business came from the upwardly mobile Indian woman and was likely to grow substantially from this section in the coming months. This gave an impetus to launch a product which catered to the needs of this segment and consolidate the banks position in the mind of the customer, The bank also launched the aXcess plus savings account. Customers who have this account can access cash at over 1800 ATMs worldwide through the Visa network. Besides, they can use this account to shop for goods and services at over 25,000 outlets in India and at 10 million outlets worldwide. "This strategy was validated and facilitated by the information provided to us by the BI unit. It is realized that by using this technique the bank could provide more value to its savings account customers and help increase customer loyalty,. Other benefits "Bank can successfully calculate the risk: reward equation, SCB uses SAS for scoring virtually all its products in the asset portfolio ranging from its 1.3 million credit card holders to its loan portfolio in excess of $ 860 million. "Information on customer profiles and segments forms the backbone of product strategy for us. It allows tailoring products across a diversified consumer base, enabling us to spread the risk across a much wider spectrum, SAS solutions are also used to carry out simulations that help the bank assess its overall profitability and balance its exposures across portfolios. The bank can carry out stress tests on its portfolios and learn about the best case and worst case scenarios. The working of the SAS library of advanced statistical techniques helps in achieving the results and arriving at an optimized risk-adjusted capital. "The solution can scale to handle different sizes of data and takes much less time to analyze SAS data sets than it takes to analyze a standard relational database,. Future plans In future SCB plans to embark on SAS' data mining technologies for various predictive modeling and advanced scoring initiatives to strengthen its risk management framework in the area of retail 95
lending."Since the customers are now known well enough so it is easy to provide effective customer service and maximize shareholder value, the bank will keep using information strategically so that it contributes in providing a cutting edge to the organization,".
SYNOPSIS
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Synopsis
SYNOPSIS OF THE PROJECT: TITLE: Marketing research and sales promotion of personal loans in Standard Chartered Bank Students name: Prasun Newar Industry guide: Ishpreet Singh Gandhi
Faculty guide: Mrs. Nidhi Bhatia
Objective:
The principal objective was to create a development financial institution for providing medium-term and long term project financial to Indian business. The objective was to encourage and assist industrial development and investment in India. Until the late 1980s, STANDARD CHARTERED BANK primarily focused its activities on project finance, providing long-term funds to a variety to industrial projects. STANDARD CHARTERED BANK typically obtained funds for these activities through a variety of governmentsponsors and government-assisted programs designed to facilitate industrial development in India. Today STANDARD CHARTERED BANK is one of the largest financial institutions in India. It provides a wide range of products and services aimed at fulfilling the banking and financial needs of Indias corporate and retail sectors. STANDARD CHARTERED BANK has registered its presence everywhere .Be it in cities & towns, at workplaces, on campuses, at airports, Shopping malls, petrol-pumps in residential complexes, etc. They are there everywhere. And round the clock. They have enhanced accessibility and convenience through their branches extension counters, ATM
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centers, call centers. Internet and m-commerce. Today, they have a major clicks-n-bricks network. All for the convenience of their customers anytime anywhere.
Findings:
From the total sample size of 200 respondents, 20% of respondents are interested or eligible for a loan while 80% of respondents are either eligible but not interested or interested but not eligible. 90% of the 100 salaried respondents are eligible for a loan while 10% are not eligible. 62% of 100 self employed respondents are eligible for a loan while 38%are not eligible. Reasons for non eligibility of respondents---1. Low income. 2. Continuity in current profession less than 1 year. 3. Non-availability of proof of residence 4. Non-availability of proof of continuity in current job.
Reasons for the respondents who are not interested: 1. High interest rate. 2. More faith in government Banks. 3. Not satisfied with Standard Chartered Bank services.
Reasons for non-eligibility of respondents---1. Not filed ITR. 2. Low annual income. 3. Not sufficient Bank transactions in a month 4. Completed less than 1 year of their business. 5. Low turnover.
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Reasons for the respondents who are not interested--1. High interest rate. 2. More faith in government Banks. 3. More faith in banks with low interest rate. 4. Not satisfied with services of STANDARD CHARTERED BANK
Conclusions:
Standard Chartered Bank has to change their policy and to plan their strategy to check its services in order to increase the level of satisfaction of customers. Various presentations should be made in various clubs and societies in NCR so as to make people aware about the personal loans of STANDARD CHARTERED BANK. The Bank should come up with more aggressive customized banking and relationship based banking. The Bank should go for more local advertising, telling about its various flexible schemes. Mode can be hoarding, newspaper, and personal contacts. Regular visit of service persons to the customers should be made. Since most of the population belongs to the middle class families, so they are not able to afford the high interest rate of personal loans of STANDARD CHARTERED BANK. So there should be some decrease in the interest rate. The EMI should be decreased. Properly identified staff should be deputed for marketing. They should be well disciplined, punctual, alert and of enquiry mind. Bank should organize image building activities to get identification as a different bank in society. Premises matters assumed very important role in attracting the public and effort should be made to change the present premises to be a bigger one so that it presents a good look so as to have a pleasant and inviting banking atmosphere.
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Efforts should be made to take the building to the ground floor so that even the old age people feel comfortable and enjoy banking.
Student perception about Industry Guide:
It was a great opportunity and learning experience for me while doing my intern in Standard Chartered Bank, Noida .I got to know about various intricacies of the banking sector which will really help in my budding career ahead. I was trained and guided by Mr. Ispreet Singh Gandhi who is the area sales manager of the Standard Chartered bank, Noida branch. He is a thorough professional and a true leader who trained and guided me during the two months of my internship. He is very knowledgeable and had given the actual view of the inner sectors of the bank. He highlighted us on the various segments of the bank, its work process and its dealers. My mentor helped me in selecting and completing my project Marketing research and sales promotion on personal loans in Standard Chartered Bank. He helped me in every possible ways and I express my sincere gratitude to my industry guide Mr. Ishpreet Singh Gandhi, Area Sales Manager, SCB, Noida Branch.
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Chapter No: Chapter: I * Standard Chartered Bank Chapter: II

* Evolution of Banking in India Standard Chartered Bank Profile

Chapter: IV *Research Design

Research Methodology and Limitations

STANDARD CHARTERED BANK PROFILE

1978: 1978 1979: 1979 1982: 1982

1984: 1985: 1986:

1988: 1988 1993: 1993

Derivatives are instruments the valve of which is

TECHNOLOGICAL CONTRIBUTION STANDARD CHARTERED BANK believes that technological

PRESS KIT STANDARD CHARTERED BANK Securities Limited (STANDARD

A summary of the financial performance of STANDARD CHARTERED BANK Securities is as follows:

LOANS OF STANDARD CHARTERED BANK PERSONAL LOANS

OTHER LOANS HOME LOANS

OFFICE EQUIPMENT LOANS Minimum documentation required

LOANS AGAINST SECURITIES

MEDICAL EQUIPMENT LOANS

illustration: --ELIGIBILITY CRITERIA Eligibility

Criteria Age Net Salary Eligibilty

Years in current job / 1 Year profession Years in current residence 1 Year

Documents ( Pre Sanction)

Self Employed Yes

Yes Yes Yes Yes Yes

PROJECT AT A GLANCE ORIGIN OF REPORT:--

Markets (Self Employed):-Sample Size:-200 Consumers 100salaried 100 self employed

RESEARCH METHODOLOY & LIMITATIONS

Influence of questioning process.

Control of sample: --largest difference among the three methods of

Response Rate: --Primary Data: ---

Methodology Adopted: --Primary Sources: ---

(b) (i) (ii) (iii) 13.

casual attitude was a big hindrance in the study. 58

STATISTICAL ANALYSIS & INTERPRETATION OF DATA

STANDARD CHARTERED BANK PERSONAL LOANS

Number of respondents 40 160

Percentage 20% 80%

160 120 80 40 0 40 respondents (Interested as well as eligible) 160 respondents (Others)

Percentage 90% 10%

Not eligible but Interested (5 respondents)

Not eligible and not interested (5 respondents)

90 80 70 60 50 40 30 20 10 0 42% Yes 58% No

90 80 70 60 50 40 30 20 10 0 19% Yes 81% No

Percentage 42% 58%

60,000 60,000 to 80,000 80,000 to 18 34

1,00,000 Above 1,00,000

34% 60,000 to 80,000

18% 80,000 to 1,00,000

10% Above 1,00,000

Are you undergoing monthly bank transactions? Table 10

Percentage 84% 16%

Are you permanently settled in NCR? Table 11

Percentage 90% 10%

Have you filed ITR? Table 12

Percentage 68% 32%

90 80 70 60 50 40 30 20 10 0 62% Eligible 38% Not eligible

If yes, then when do you want to take? Currently/In future

Student perception about Industry Guide:

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