Kotak mahendra-Summer-Internship-Project.pdf

*ast but not the least , my heartfelt thans to my dear family members whose  blessings, inspiration and encouragement ha"e resulted in the successful completion of this pro>ect ' Im thanful to them for their ind cooperation, ad"ice and encouragement during the long and arduous tas of preparing this pro>ect report'

I hope that I ha"e been successful in my endea"our' ' 9owe"er, I accept the sole responsibility for any possible errors of omission and would be e@tremely grateful to the readers of this pro>ect report if they bring such mistaes to my notice' ' Discrepancies , mistaes , if any , are solely mine'

THANK Y'U A** ?

3

CHA,TER 0 / INTR'$UCTI'N

@ 0+0  GENERA* INTR'$UCTI'N AB'UT THE SECT'R 

A 9an is an instit-tion t"at #eals in money an# its s-9stit-tes an# provi#es

Banss accep acceptt depo deposit sitss and and mae mae loan loanss or mae mae an ot"e ot"err :ina :inan. n.ia iall serv servi. i.es es++ Ban in"estment to deri"e a profit from the difference in the interest rates paid and charged, respecti"ely '

In#ia "as a well #evelope# 9anin5 system+  Infact , without a sound and effecti"e

 baning system , India cannot ha"e a healthy economy' The baning system of India should should not only be hassle free but it should should be able to meet new challenges challenges posed by the technology and any other e@ternal and internal factors' .or the past three decades IndiaCs baning system has se"eral outstanding achie"ements to its credit' The most striin striing g is its e@tens e@tensi"e i"e reach' reach' It is no longer longer confin confined ed to only only metrop metropoli olitan tanss or cosmop cosmopoli olitan tanss in India' India' In fact, fact, In#ian 9anin5 system "as rea."e# even to t"e remote remote .orners o: t"e .o-ntry+ .o-ntry+ This is one of the main reasons of IndiaCs growth

 process

&ost of the bans in India were founded by Indian entrepreneurs and "isionaries in the pre7independence pre7independence era to pro"i pro"ide de financial assistance to traders traders,, agricu agriculturis lturists ts and  budding Indian industrialists' T"e ori5in o: 9anin5 in In#ia .an 9e tra.e# 9a. to t"e last #e.a#es o: t"e 01t" .ent-ry+  The eneral Ban of India and the Ban of

9industan, which started in 823 were the first bans in India' Both the bans are now defunct' T"e ol#est 9an in eisten.e in In#ia at t"e moment is t"e State Ban o:



In#ia+ The tate Ban of India came into e@istence in 8203' At that time it was nown

as the Ban of /alcutta' BI is presently the largest commercial ban in the country'

9anin5 in#-stry in#-stry in In#ia In#ia is s-::i.ie s-::i.iently ntly .apitali>e .apitali>e# # an# re5-late re5-late#+ #+   The The 9anin5

economic and financial conditions here are better than in any other country' *iquidity, credit, credit, and maret maret studies studies ha"e ha"e pro"en pro"en Indian Indian bans bans to be resilie resilient' nt' They ha"e ha"e negotiated the downturn in the global economy well'

The role o: .entral 9anin5 in In#ia is looe# 9y t"e Reserve Ban o: In#ia , which in 861 formally too o"er these responsibilities from the then Imperial Ban of India' Reser"e Ban was nationali$ed in 864 and was gi"en broader powers' In 8636, 84 largest commercial bans were nationali$ed followed by si@ ne@t largest in 8620' But with adoption of economic liberali$ation in 8668, pri"ate baning was again allowed'

The central ban is the ape@ financial institution institution in the baning and financial system of a country' It is regarded as the highest monetary authority in the country' It acts as the leader of the money maret' It super"ises, control and regulates the acti"ities of the commercial bans' It is a ser"ice oriented financial institution'  T"e Reserve Ban o: In#ia In#ia @RBI @RBI is t"e topmo topmost st 9o#y 9o#y monito monitorin rin5 5 t"e Banin Banin5 5 In#-st In#-stry+ ry+ Any s"ort.omin5s or #is.repan.ies #is.repan.ies are #ealt wit" 9y t"e RBI

The baning industry in India is di"ided into s."e#-le# an# non2s."e#-le# non2s."e#-le# 9ans  ie' the commercial baning structure in India consists of % cheduled /ommercial Bans and !nscheduled Bans ' cheduled commercial Bans constitute those bans, which ha"e been included in the econd chedule of Reser"e Ban of India (RBI) Act, 8614'

2

RBI includes only those bans in this schedule, which satisfy the criteria laid down "ide section 45 (3) (a) of the Act'

3,000 3,000 scheduled ban branches branches are located located in India' They consist of .ooperative 9ans an# .ommer.ial 9ans' The ,-9li. Se.tor Bans  form the base of this sector

in India' These are those bans in which the o"ernment of India holds a stae ' They account for 2E of the assets in the baning sector' The ,rivate Se.tor   baning is also maing headway' They are leading in mobile baning, phone baning, AT&s, and Internet Baning sectors' The go"ernment doe not ha"e any stae in these bans'  -ow a days e"en : orei5n orei5n 9ans are increasingly establishing their base in India' F &organ, tandard /hartered, Ban of America, and many other international bans ha"e established centers in India to tap its potential'

The go"ernment constantly encourages foreign in"estment in this sector, as the entry of foreign players will help the sector to flourish ' .DI in Indian baning can lead to impr impro" o"ed ed effic efficien iency cy,, bett better er capit capital ali$a i$ati tion on,, and and impr impro" o"ed ed adap adapta tabi bili lity ty'' o the the go"ernment is attracting .DI, .II, and -RIs in this field'

:"en :"en with with the the glob global al recess recessio ion, n, the the in"e in"est stme ment nt in the the ban banin ing g indu indust stry ry is stil stilll In#ia 5rew 9y 08;  pre"alent though the "olume may ha"e been reduced' %$I in In#ia 5rew 9etween ority of other countries' .oreign  bans in India achie"ing a return on assets (R#A) of 1E, their een interest in e@panding their businesses is understandable' Indian marets pro"ide growth opportunities, which are unliely to be matched by the mature baning marets around the world'

The interplay between policy and regulatory inter"entions and management strategies will determine the performance of Indian baning o"er the ne@t few years' *egislati"e actions will shape the regulatory stance through si@ ey elements% industry structure and sector consolidation? freedom to deploy capital? regulatory co"erage? corporate go"ernance? labor reforms and human capital de"elopment? and support for creating industry utilities and ser"ice bureaus' &anagement success will be determined on three fronts% fundamentally upgrading organi$ational capability to stay in tune with the changing maret? adopting "alue7creating &HA as an a"enue for growth? and continually inno"ating to de"elop new business models to access untapped opportunities' Through these scenarios, we can paint a picture of the e"ents and outcomes that will be the consequence of the actions of policy maers and ban managements'

@ .  %UTURE '% THE BANKING IN$USTRY

A healthy baning system is essential for any economy stri"ing to achie"e good growth and yet remain stable in an increasingly global business en"ironment'

83

The Indian baning system has witnessed a series of reforms in the past, lie deregulation of interest rates, dilution of go"ernment stae in Bs, and increased  participation of pri"ate sector bans' It has also undergone rapid changes, reflecting a number of underlying de"elopments' This trend has created new competiti"e threats as well as new opportunities'

The strong baning regulatory system has helped India to weather the storms of global credit crunch' IndiaCs central ban RBI has already made cuts in /ash Reser"e Ratio, or /RR, and tatutory *iquidity Ratio, or *R, to pump more liquidity into the economy' The interest rates are also at record lows'

The future of baning will undoubtedly rest on ris management dynamics' #nly those bans that ha"e efficient ris management system will sur"i"e in the maret in the long run' The effecti"e management of credit ris is a critical component of comprehensi"e ris management essential for long7term success of a baning institution'

Consoli#ation /

/onsolidation, which has been on the counter o"er the last year or so, is liely to gather momentum in the coming years' ost April 5006, when the restrictions on

8

operations of foreign bans will go, the baning landscape is e@pected to change dramatically' .oreign bans, which currently account for E of total deposits and 2E of total ad"ances, are de"ising new business models to capture the Indian maret' Their full7fledged entry is e@pected to transform the business of baning in many ways, which would be reflected in terms of greater breadth of products, depth in deli"ery channels and efficiency in operations'

Despite the stiff resistance from certain segments, consolidation holds the ey to future growth' This "iew is underpinned by the following%

 #wing to greater scale and si$e, consolidation can help sa"e costs and impro"e operational efficiency'  Bans will also ha"e to e@plore different a"enues for raising capital to meet norms under Basel7II  #wing to the di"ersified operations and credit profiles of merging bans, consolidation is liely to ser"e as a ris7mitigation e@ercise as much as a growth engine'

Though there is no confirmation yet, speculati"e signals arising from the maret point to the prospect of consolidation in"ol"ing bans such as !nion Ban of India, Ban of India, Ban of Baroda, Dena Ban, tate Ban of atiala, and un>ab and ind Ban' .urther, the case for merger between stronger bans has also gained ground J a clear de"iation from the past when only wea bans were thrust on stronger bans' There is a case being made for mergers between bans with a distinct geographical presence coming together to le"erage their respecti"e strengths'

82

Glo9ali>ation /

rowing integration of economies and the marets around the world is maing global  baning a reality' The surge in globali$ation of finance has already begun to gain momentum with the technological ad"ancements which ha"e effecti"ely o"ercome the national borders in the financial ser"ices business' ;idespread use of internet baning will widen frontiers of global baning, and mae mareting of financial products and ser"ices on a global basis possible' In the coming years globali$ation will spread further on account of the liely opening up of financial ser"ices under ;T#' India is one of the 804 signatories of .inancial er"ices Agreement (.A) of 866' This gi"es Indias financial sector including bans an opportunity to e@pand their business on a quid pro quo basis'

As per Indian BansC Association report KBaning Industry Gision 5080, there would  be greater presence of international players in Indian financial system and some of the Indian bans would become global players in the coming years' o, the new mantra for Indian bans is to go global in search of new marets, customers and profits'

Te."nolo5y /

There is an imperati"e need for not mere technology upgradation but also its integration with the general way of functioning of bans to gi"e them an edge in

86

respect of ser"ices pro"ided to their constituents, better houseeeping, optimi$ing the use of funds and building up of &I for decision maing, better management of assets H liabilities and the riss assumed which in turn ha"e a direct impact on the balance sheets of bans as a whole' Technology has demonstrated potential to change methods of mareting, ad"ertising, designing, pricing and distributing financial products and ser"ices and cost sa"ings in the form of an electronic, self7ser"ice product deli"ery channel' These challenges call for a new, more dynamic, aggressi"e and challenging wor culture to meet the demands of customer relationships, product differentiation,  brand "alues, reputation, corporate go"ernance and regulatory prescriptions' Technology

holds

the

ey

to

the

future

success

of

Indian

Bans'

Internet, wireless technology and global straight7through processing ha"e created a  paradigm shift in the baning industry' The e@plosi"e growth of both the Internet and mobile and wireless technology is re"olutioni$ing the way the financial industry conducts business' The o"erall wireless technology maret is e@pected to grow  profoundly in the coming years'

Re5-lations /

The RBICs appro"al for bans to raise funds abroad through inno"ati"e capital instruments holds great significance' uch fund7raising, which includes preference shares, will, howe"er, not >ust substitute equity? it could ha"e unintended consequences on the strategies of bans and their profitability' ;hile the cost of raising monies through such instruments is liely to be higher (close to 80 per cent), the consequent higher le"erage on equity funds is liely to result in e@pansion of

50

return on net worth' This is because the same amount of capital supports a higher "olume of business, generating higher profits'

Sille# !anpower /

There will be a sea change for employees too' ecure >obs will be replaced by contractual appointments, for a specified period of time' The unions will merge into the shadows and ban managements will turn effecti"e' As a result there will be swifter turn o"er of personnel in bans' But at the same time, silled personnel from other

disciplines

will

enter

bans

in

increasing

numbers'

.actors lie sills, attitudes and nowledge of the human capital play a crucial role in determining the competiti"eness of the financial sector' The quality of human resources indicates the ability of bans to deli"er "alue to customers' /apital and technology are replicable but not the human capital which needs to be "alued as a highly

"aluable

resource

for

achie"ing

that

competiti"e

edge'

Business model, which comprises a comprehensi"e range of business solutions deli"ered through a unique balance of portfolio and relationship management must be incorporated'

%-t-re C"allen5es /

/ompetition /ustomer Retention

58

lobali$ation hrining &argin

Some S-55estions /

trong In7house research H maret Intelligence .ocused mareting7 .ocus on region7specific campaigns rather than national media campaigns

C'NC*USI'N/

;hat will the future of Indian baning loo lieL ;ill the reform in baning sectors face the same fate as in power and telecomL It is increasingly e"ident that the economy offers opportunities but no securityM Therefore, the future will belong to those who de"elop good internal controls, checs and balances and a sound maret strategy' Business rowth, /ost :fficiency and :"olution are therefore regarded as ey dri"ers which will ha"e to be addressed'

CHA,TER < / ,R'%I*E '% THE 'RGANISATI'N

@ 0+0  'RIGIN '% THE 'RGANISATI'N

55

+ota &ahindra is one of IndiaCs leading financial institutions, offering complete financial solutions that encompass e"ery sphere of life' .rom commercial baning, to stoc broing, to mutual funds, to life insurance, to in"estment baning, the group caters to the financial needs of indi"iduals and corporates' The group has a net worth of o"er Rs' 5,600 crore, employs around 2,200 people in its "arious businesses and has a distribution networ of branches, franchisees, representati"e offices and satellite offices across 525 cities and towns in India and offices in -ew oy an Accidental 9ospitali$ation co"er of Rs' 8lac  per annum on a"ings &a@ account' #ne can also claim daily cash allowance at Rs'8,000=7 per day for a ma@imum of 8 days per year, for each day of hospitali$ation

16

due to an accident' This is a re7imbursement co"er, e@tended only to the first holder of the a"ings &a@ account' It would be applicable after the completion of the 8st calendar quarter, post the quarter of a=c opening' :g' If the a"ings &a@ a=c is opened in August 5006, the insurance benefit will apply only from Fanuary 5080' .or the claim to be accepted H processed, the first holder of the a"ings &a@ account should ha"e fulfilled the below 5 conditions 7 &aintained an A"erage Quarterly Balance of Rs' 5,000=7 (irrespecti"e of en>oying the benefit of a $ero balance account with a .i@ed Deposit of minimum Rs' 8,00,000=7) in the calendar quarter pre"ious to the quarter of the date of accident' #ne should ha"e done at least 8 purchase 7 point of sale (#) transaction at a merchant establishment using the Debit /ard in the  pre"ious 1 months before the date of accident'

CURRENT ACC'UNT '%%ERE$

,l-s C-rrent A..o-nt( Tra#e A.( ,remi-m A.( Re5-lar A.( %lei A.( Ape A.( !a A.+

%EATURES



.ree Account to account funds transfer between 9D./ Ban accounts



.ree payment and collection through RT'



.ree payment and collection using -:.T (through -etbaning)



.ree up to 0 Demand Drafts per month and can be issued from any 9D./ Ban Branch

40



.ree up to 0 ay #rders (#) per month and can be issued from any 9D./ Ban Branch'



.ree anywhere collection H payment transactions (clearing) within 9D./ Ban branch networ (e@cept Dahe>), up to Rs'800 lacs per month'



9D./ Ban offers you Doorstep Baning, a channel, which is con"enient, secure and hassle7free' -ow, you can en>oy the benefits of baning right at your doorstep' The Ban will arrange to render the ser"ices lie /ash H /heque icup and /ash Deli"ery, through a reputed agency'



100 OAt arO cheque lea"es free per month'

@ e

5

800 questionnaires were handed out randomly to respondents of which 22 held accounts in either +ota &ahindra or 9D./ bans' The remaining 85 respondents held accounts in other bans and therefore their preferences became irrele"ant to the study' 9ence the sample si$e for the study is 22'

Tools :or t"e st-#y

To study the differences in the performance of +ota &ahindra and 9D./ bans, the questionnaire was used as a tool to analyse the customer preferences of both the accounts '

CHA,TER ; / ANA*YSIS @ ;+0  ANA*YSIS '% $ATA

S)'T analysis o: Kota !a"in#ra Ban 

1

STRENGTHS/

/apital marets franchise rofessional management trong technology trong capital structure /onstruction equipment financing business /omprehensi"e cash management system /apturing supply chain businesses  -A is at 8'10E, Total Deposits Rs8, 34 crore, -et Ad"ances Rs83, 35 crore, /apital Adequacy Ratio 83E'

 )EAKNESS/

;holesale .unding /osts *ate comer in the industry *ess romotional Acti"ities

',,'RTUNITIES/

*ow loan and retail penetration tressed Asset Business

4

&ass Baning

 THREATS/

/apital &aret slow7down /ompetition Rising Rates #ther better sa"ing, in"estment option a"ailable (lie Insurance, &utual fund, Real7 estate, old) Brand "alue of competitors is stronger'

S)'T analysis o: H$%C Ban 

STRENGTHS



Right strategy for the right products' uperior customer ser"ice "s' competitors' reat Brand Image' roducts ha"e required accreditation' 9igh degree of customer satisfaction' ood place to wor *ower response time with efficient and effecti"e ser"ice' Dedicated worforce aiming at maing a long7term career in the field'

)EAKNESSES

ome gaps in range for certain sectors' /ustomer ser"ice staff needs training' rocesses and systems are wea' &anagement co"er is insufficient' ect oral growth is constrained by low unemployment le"els and competiti"e staff'

',,'RTUNITIES

rofit margins trends are positi"e in ne@t fi"e years' Ban could e@tend to o"erseas aggressi"ely' Introduction of new engineered products and better ser"ice applications by the ban' /ould see better customer deals' .ast7trac career de"elopment opportunities for employees on an industry7wide basis'

3

An applied research center to create opportunities for de"eloping techniques to  pro"ide added7"alue ser"ices'

THREATS

*egislation could impact' reat ris in"ol"ed Gery high competition pre"ailing in the industry' Gulnerable to reacti"e attac by ma>or competitors' *ac of infrastructure in rural areas could constrain in"estment' 9igh "olume=low cost maret is intensely competiti"e'

@ ;+<  SU!!ARY '% %IN$INGS



8' Distribution of different types of accounts held by the customers of +ota &ahindra and 9D./ Bans'

The results of the data collected show that there is no difference in the types of accounts that are held in the two bans' #ut of 44 respondents of +ota &ahindra Ban 11 respondents ha"e a sa"ings account which is similar to the data of 9D./ Ban'

2. Distribution of different types of savings accounts held by the customers of  Kotak Mahindra and HDFC Banks.

In both the bans customer preference is more towards a"ailing a lower AQB account' In case of +ota Ban 10 out of 44 respondents a"ailed :dge account (the lowest le"el account offered)' This again highlights that +ota &ahindra Ban can capitali$e on the opportunity to con"ert these account holders into Ace or ro account holders  by educating them of the additional benefits a"ailable with these accounts'

. Distribution of different types of current accounts held by the customers of  Kotak Mahindra and HDFC Banks.

The graph highlights that in 9D./ Ban there is more number of customers using higher end current account product than +ota &ahindra Ban customers' In +ota &ahindra Ban there are more users of :dge /urrent Account than Ace or ro account' Thus there lies an opportunity for +ota Ban to lure the customers to adopt Ace or ro current accounts'

2

!. Distribution of income "per month# earned by the customers of Kotak  Mahindra Bank and HDFC Bank.

The income reported by the respondents of the two bans is similar' The difference in the type of customers of the two bans lies in the fact that +ota &ahindra Ban has customers whose income per month is greater than Rs' 8 lac' 9owe"er out of 44 respondents of 9D./ Ban no one had an income le"el greater than Rs' 8 lac'

$. Distribution of %aiting time e&perienced by the respondents of Kotak  Mahindra Bank and HDFC Bank in respective bank branches.

The data shows that E of the customers of +ota &ahindra Ban ha"e to wait less than ten minutes for their transaction to process' #nly 5E of respondents ha"e to wait for more than ten minutes' 9owe"er in case of 9D./ Ban E of the respondents ha"e to wait for more than ten minutes for their transaction to process' This "i5"li5"ts t"e e::i.ien.y o: Kota !a"in#ra Ban in provi#in5 F-i.er servi.es to its .-stomers+

'. (ccessibility of bank branches

#ut of 44 respondents of 9D./ Ban 12 respondents feel that the branches of 9D./  ban are easily accessible to them' #nly 81E customers of 9D./ Ban feel that the  ban branches are not easily accessible' 9owe"er in case of +ota &ahindra Ban 18E of the respondents feel that branches of the ban are not easily accessible' T"is

6

implies t"at t"ere is a nee# to in.rease t"e n-m9er o: 9ran."es :or Kota !a"in#ra Ban+

). (ccessibility of (*Ms

#ut of 44 respondents of 9D./ Ban 6E customers of 9D./ Ban feel that the ban AT& is not easily accessible' 9owe"er in case of +ota &ahindra Ban 18E of the respondents feel that AT& of the ban is not easily accessible' /hi  quare test was conducted for the sample data of 22 respondents to see whether there is a significant difference in the accessibility of AT&s by the customers of +ota &ahindra Ban and 9D./ ban'

+. Distribution of preferred modes of banking by customers of Kotak Mahindra  Bank

and HDFC Bank.

The respondents of 9D./ ban "iew both net baning and branch baning modes of  baning as equal' 9owe"er more respon#ents o: Kota !a"in#ra Ban pre:er 9ran." 9anin5 t"an net 9anin5+  +ota &ahindra Ban could tae measures to

impro"e and promote net baning and educate its customers about net baning to impro"e its performance' This is also important because respondents feel that the  branches of +ota ban are not easily accessible' Thus to e@pand its customer base +ota can focus to help customer adopt net baning mode'

,. Distribution of preference of customers for change in bank %orking hours of  Kotak Mahindra Bank and HDFC Bank.

30

#f the total 44 respondents of +ota &ahindra Ban 32E of the respondents feel that the ban should increase its woring hours' #nly 15E of the respondents feel that there is no need of increasing the woring hours of the ban' /hi  quare test was conducted for the sample data of 22 respondents to see whether there is a significant difference felt in the need to increase the woring hours by the customers of +ota &ahindra Ban and 9D./ ban'

-. Distribution of %aiting time e&perienced by the respondents of Kotak  Mahindra Bank and HDFC Bank in respective (*Ms.

The data shows that appro@imately E of the customers of +ota &ahindra Ban ha"e to wait less than fi"e minutes for their transaction to process' #nly 5E of respondents ha"e to wait for more than fi"e minutes' 9owe"er in case of 9D./ Ban 38E of the respondents ha"e to wait for more than fi"e minutes for their transaction o  process'

--. /eceiving timely information regarding account

0E respondents of +ota &ahindra Ban feel that they recei"e information regarding their accounts by the ban within proper time' #nly 8E of the respondents of the ban feel that they do not recei"e timely information from the ban' 9owe"er the data collected from 9D./ ban shows that 5E respondents feel they recei"e timely information whereas 4E respondents felt that they do not recei"e updates of

38

information timely' This s-55ests t"at Kota Ban provi#es 9etter servi.es t"an H$%C Ban+

-2. Distribution of average monthly balance maintained by the customers of  Kotak Mahindra Bank and HDFC Bank 

In both the bans ma@imum number of respondents eep an a"erage monthly balance of less than Rs' 5000 in their account'

-. Distribution of level of satisfaction e&periences by the customers of the Kotak  Mahindra Bank and HDFC Bank.

!ore t"an "al: o: t"e respon#ents o: H$%C Ban :eel t"at t"ey are not satis:ie# wit" t"e 9an+ 'n t"e ot"er "an# only 68 o: t"e .-stomers o: Kota 9an :eel t"at t"ey are not satis:ie# wit" t"e 9an+ This clearly highlights the efficiency of

+ota &ahindra Ban in eeping its customers satisfied'

-!. Distribution of level of satisfaction e&perienced by the customers of the Kotak  Mahindra Bank and HDFC Bank %ith respect to the kno%ledge of bank employees.

The data re"eals that 61E of the customers of +ota &ahindra Ban feel that the ban employees are ha"e nowledge to satisfy their queries' CHA,TER 7 / SU!!ARY AN$ C'NC*USI'NS

35

@ 7+0  SU!!ARY '% *EARNING EM,ERIENCE



.rom these 5 months training , I learnt the following %



I read e@tensi"ely about many topics since I had to appear for *& ' This increased my nowledge base manifolds'



ince I made ser"ice calls to clients , I became aware of the different inds of  problems faced by clients and also understood the method of getting it resol"ed '



;hile mareting and pitching company products , I got aware of the "arious offerings by the ban and also learnt the effecti"e ways of con"erting a  prospect into a lead '



The daily operational acti"ities taught me how to use the different softwares and applications in a computer '



#bser"ation about my co7colleagues and their woring style also made me aware of a lot of things ' As they say   A/TI#- :A+ *#!D:R T9A;#RD S '

@ 7+<  C'NC*USI'NS AN$ REC'!!EN$ATI'NS

31

S-55estion :or t"e H$%C BANK 

9D./ must focus on the quality of ser"ice they are pro"iding thus resulting into reduction in ser"ice gaps'



hould wor on impro"ement of the Baning rocess and ystems for the rowth'



9D./ must loo forward toward hiring of competent staff to pro"ide quality ser"ices'



&ust gi"es ufficient time for the effecti"e er"ices'



&ust use trong /apital tructure for the /apital rowth'

S-55estion :or t"e K'TAK !AHIN$RA BANK+



Arrangement of more H more moti"ational Acti"ities for the taff to achie"e the Target'



&ust appoint the acti"e employees in the Ban for the .ast ;oring rocess' !se the /ustomer reference to mae the many Ban /ustomer'



!sing the right trategy for increase the ales for the roduct' &ust pro"ide the high degree of /ustomer atisfaction According to the Demand'



#pen more +ota AT& outlets for the /ustomers'



Impro"ing the *oan olicies=lans of the rowth of the Ban'

A,,EN$IM

34

LUESTI'NNAIRE

Dear Respondent, I am Ashna Kalra , student of Global school of Business, New Dehli. I reuest !ou to please fill this uestionnaire. I assure !ou that information shared will be "ept confidential. Name ######################### $ %mail Address ##########################  &ocation ######################### 'ontact No. ##########################  (.

)ith which ban" do !ou hold an account*

/.

Kota" +ahindra Ban" D-' Ban" )hich t!pe of account do !ou operate in !our ban"* 'urrent Account Sa0in1s Account 2lease indicate !our Income per month 3/4 K /4 5 46 K 46 5 ( &

8.

9.

4.

thers ################ 

Both (& 5 /&

If you bank with Kotak Mahindra, proceed to question , e!se proceed to question 6. )hich 'urrent Account do !ou hold with Kota" +ahindra Ban"*  Ace $lite 2ro $d1e Neo )hich Sa0in1s Account do !ou hold with Kota" +ahindra Ban"*  Ace 2ro $d1e Rate :on a scale of (6; the followin1 ban" ser0ices offered b! Kota" +ahindra Ban" that !ou find most useful.:2lease do not 1i0e same ratin1s to an! of the two ser0ices;

 Acti0e +one! facilit! in sa0in1s account