A

PROJECT REPORT
ON
RETAIL BANKING
AT

(SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE DEGREE
OF
BACHELOR OF BUSINESS ADMINISTRATION
(SESSION 2014-15)
SUBMITTED TO: SUBMITTED BY:
KURUKSHETRA UNIVERSITY DILJEET SINGH
KURUKSHETRA B.B.A. III YEAR
CLASS ROLL No. 7431
UNIVERSITY ROLL No.....

I.B. (P.G.) COLLEGE PANIPAT
AFFILIATED BY KURUKSHETRA UNIVERSITY KURUKSHETRA

DECLARATION
I DILJEET SINGH st!"#t o$ B.B.A. III %"&' (# I.B.)*.G.+ Co,,"-".
*&#(/&t 0"'"1% !"2,&'" t0&t t0" /'o3"2t '"/o't "#t(t,"! 4RETAIL
BANKING AT HDFC BANK5 s16(tt"! $o' t0" !"-'"" o$ B.B.A. III
%"&' (s 6% o'(-(#&, 7o'8 &#! t0" /'o3"2t '"/o't 0&s #ot $o'6"! t0" 1&s(s
$o' t0" &7&'! o$ &#% !(/,o6&. !"-'"". &sso2(&t" s0(/. $",,o7s0(/ o'
s(6(,&' ot0"' t(t,"s. It 0&s #ot 1""# s16(tt"! to &#% ot0"' #(9"'s(t% o'
(#st(tt(o# $o' t0" &7&'! o$ &#% !"-'"" o' !(/,o6&.
(PRINCIPAL SIGNATURE) DILJEET SINGH


ACKNO:LEDGEMENT
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2&# s1st(tt" 70(20 (s /oss(1," 70(," 7o'8(#- (# '"&, s(t&t(o#s. A//,(2&t(o# o$
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&20("9" &#%t0(#-. T0"'" (s &,7&%s & s"#s" o$ -'&t(t!". 70(20 7" ";/'"ss to
ot0"'s $o' t0" 0",/ &#! t0" #""!% s"'9(2"s t0"% '"#!"' !'(#- t0" !($$"'"#t
/0&s"s o$ o' ,(9"s. I too 7o,! ,(8" to !o (t &s I '"&,,% 7(s0 to ";/'"ss 6%
-'&t(t!" to7&'! &,, t0os" 70o 0&9" 1""# 0",/$, to 6" !('"2t,% o' (#!('"2t,%
!'(#- t0" !"9",o/6"#t o$ t0(s /'o3"2t.
I 7o,! ,(8" to t0&#8 6% /'o$"sso' MISS.NISHA GU*TA 70o 7&s &,7&%s
t0"'" to 0",/ &#! -(!" 6" 70"# I #""!"! 0",/. H"' /"'2"/t(9" 2'(t(2(s6 8"/t
6" 7o'8(#- to 6&8" t0(s /'o3"2t 6o'" $,, /'oo$. I &6 t0&#8$, to 0"' $o' 0(s
"#2o'&-(#- &#! 9&,&1," s//o't. :o'8(#- #!"' 0"' 7&s &# ";t'"6",%
8#o7,"!-"&1," &#! "#'(20(#- ";/"'("#2" $o' 6". I &6 9"'% t0&#8$, to 0"' $o'
&,, t0" 9&," &!!(t(o# &#! "#0&#2"6"#t !o#" to 6".
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70os" s//o't 0",/s 6" (# &,, t0" 7&%. A1o9" &,, I s0&,, t0&#8 6% $'("#!s 70o
2o#st&#t,% "#2o'&-"! &#! 1,"ss"! 6" so &s to "#&1," 6" to !o t0(s 7o'8
s22"ss$,,%.
DILJEET
SINGH

RETAIL BANKING
DEFINITION:
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1'&#20"s o$ ,&'-"' 2o66"'2(&, 1&#8s. S"'9(2"s o$$"'"! (#2,!": s&9(#-s &#! 20"28(#- &22o#ts.
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T0" R"t&(, B&#8(#- "#9('o#6"#t to!&% (s 20&#-(#- $&st. T0" 20&#-(#- 2sto6"'
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RETAIL BANKING AN INTRODUCTION
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1&#8s 7(t0 (#!(9(!&, 2sto6"'s. 1ot0 o# ,(&1(,(t("s &#! &ss"ts s(!"s o$ t0" 1&,&#2" s0""t. F(;"!.
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t'&#s&2t(o#s.
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ORIGIN OF BANKING
B&#8s &'" &6o#- t0" 6&(# /&'t(2(/&#ts o$ t0" $(#&#2(&, s%st"6 (# I#!(&. B&#8(#- o$$"'s
s"9"'&, $&2(,(t("s &#! o//o't#(t("s.

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t0
2"#t'%. T0" $('st
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t0
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I# 1CDE t0"s" t0'"" 1&#8s 7"'" &6&,-&6&t"! &#! T0" I6/"'(&, B&#8 o$ I#!(& 7&s $o'6"!. I#
t0os" !&%s. &,, t0" 1&#8s 7"'" 3o(#t sto28 1&#8s &#! & ,&'-" #61"' o$ t0"6 7"'" s6&,, &#!
7"&8. At t0" t(6" o$ t0" D
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>("t & $"7 o$ t0"6 &#! t0"'" 7"'" & #61"' o$ 1&#8 $&(,'"s. H"#2" t0" -o9"'#6"#t 0&! to st"/
(# &#! t0" B&#8(#- Co6/&#%=s A2t )s1s">"#t,% #&6"! &s t0" B&#8(#- R"-,&t(o# A2t+ 7&s
"#&2t"! 70(20 ,"! to t0" ",(6(#&t(o# o$ t0" 7"&8 1&#8s t0&t 7"'" #ot (# & /os(t(o# to $,$(, t0"
9&'(os '">('"6"#ts o$ t0" A2t. I# o'!"' to st'"#-t0"# t0"(' 7"&8 #(ts &#! '"9("7 /1,(2
2o#$(!"#2" (# t0" 1&#8(#- s%st"6. & #"7 s"2t(o# 4F 7&s "#&2t"! (# t0" B&#8(#- R"-,&t(o# A2t
(# t0" %"&' 1CGE. "6/o7"'(#- t0" Go9"'#6"#t o$ I#!(& to 2o6/,so'% &6&,-&6&t" 7"&8 #(ts
7(t0 t0" st'o#-"' o#"s o# t0" '"2o66"#!&t(o# o$ t0" RBI. To!&% 1&#8s &'" 1'o&!,% 2,&ss($("!
(#to D -'o/s #&6",%H
(") S/0'!2*'! +",-%.
(+) N,-S/0'!2*'! +",-%.
BENEFITS OF RETAIL BANKING
T'&!(t(o#&, ,"#!(#- to t0" 2o'/o'&t" &'" s,o7 6o9(#- &,o#- 7(t0 0(-0 N*A '(s8. t'"&s'"
/'o$(ts &'" #o7 ,oos(#- (6/o't&#2" 0"#2" R"t&(, B&#8(#- (s #o7 &# &,t"'#&t(9" &9&(,&1," $o' t0"
1&#8s $o' (#2'"&s(#- t0"(' "&'#(#-s. R"t&(, B&#8(#- (s &# &tt'&2t(9" 6&'8"t s"-6"#t 0&9(#- &
,&'-" #61"' o$ 9&'("! 2,&ss"s o$ 2sto6"'s. R"t&(, B&#8(#- $o2s"s o# (#!(9(!&, &#! s6&,,
#(ts. Csto6(<" &#! 7(!" '&#-(#- /'o!2ts &'" &9&(,&1,". T0" '(s8 (s s/'"&! &#! t0" '"2o9"'% (s
-oo!. S'/,s !"/,o%&1," $#!s 2&# 1" /t (#to s" 1% t0" 1&#8s. *'o!2ts 2&# 1" !"s(-#"!.
!"9",o/"! &#! 6&'8"t"! &s /"' (#!(9(!&, #""!s.

SCOPE FOR RETAIL BANKING IN INDIA
o A,, 'o#! (#2'"&s" (# "2o#o6(2 &2t(9(t%
o I#2'"&s" (# t0" /'20&s(#- /o7"'. T0" ''&, &'"&s 0&9" t0" ,&'-" /'20&s(#- /o7"' &t t0"('
!(s/os&, &#! t0(s (s &# o//o't#(t% to 6&'8"t R"t&(, B&#8(#-.
o I#!(& 0&s DEE 6(,,(o# 0os"0o,!s &#! 4EE 6(,,(o# 6(!!,"2,&ss /o/,&t(o# 6o'" t0&# CEI o$
t0" s&9(#-s 2o6" $'o6 t0" 0os" 0o,! s"2to'. F&,,(#- (#t"'"st '&t"s 0&9" '"s,t"! (# & s0($t.
4No7 *"o/," :&#t To S&9" L"ss A#! S/"#! Mo'".5
o N2,"&' $&6(,% 2o#2"/t (s -&(#(#- 620 (6/o't&#2" 70(20 6&% ,"&! to ,&'-" s&9(#-s. ,&'-"
#61"' o$ 1&#8(#- s"'9(2"s to 1" /'o9(!"! &'" !&%?1%?!&% (#2'"&s(#-.
o T&; 1"#"$(ts &'" &9&(,&1," $o' ";&6/," (# 2&s" o$ 0os(#- ,o&#s t0" 1o''o7"' 2&# &9&(, t&;
1"#"$(ts $o' t0" ,o&# '"/&%6"#t &#! t0" (#t"'"st 20&'-"! $o' t0" ,o&#.
AD3ANTAGES AND DISAD3ANTAGES OF RETAIL BANKING
AD3ANTAGES
R"t&(, 1&#8(#- 0&s (#0"'"#t &!9&#t&-"s ot7"(-0(#- 2"'t&(# !(s&!9&#t&-"s. A!9&#t&-"s &'"
&#&,%<"! $'o6 t0" '"so'2" &#-," &#! &ss"t &#-,".
RESOURCE SIDE
o R"t&(, !"/os(ts &'" st&1," &#! 2o#st(tt" 2o'" !"/os(ts.
o T0"% &'" (#t"'"st (#s"#s(t(9" &#! ,"ss 1&'-&(#(#- $o' &!!(t(o#&, (#t"'"st.
o T0"% 2o#st(tt" ,o7 2ost $#!s $o' t0" 1&#8s.
o E$$"2t(9" 2sto6"' '",&t(o#s0(/ 6&#&-"6"#t 7(t0 t0" '"t&(, 2sto6"'s 1(,t & st'o#-
2sto6"' 1&s".
o R"t&(, 1&#8(#- (#2'"&s"s t0" s1s(!(&'% 1s(#"ss o$ t0" 1&#8s.
ASSETS SIDE
o R"t&(, 1&#8(#- '"s,ts (# 1"tt"' %(",! &#! (6/'o9"! 1otto6 ,(#" $o' & 1&#8.
o R"t&(, s"-6"#t (s & -oo! &9"#" $o' $#!s !"/,o%6"#t.

o Co#s6"' ,o&#s &'" /'"s6"! to 1" o$ ,o7"' '(s8 &#! N*A /"'2"/t(o#.
o H",/s "2o#o6(2 '"9(9&, o$ t0" #&t(o# t0'o-0 (#2'"&s"! /'o!2t(o# &2t(9(t%.
o I6/'o9"s ,($"st%," &#! $,$(,s &s/('&t(o#s o$ t0" /"o/," t0'o-0 &$$o'!&1," 2'"!(t.
o I##o9&t(9" /'o!2t !"9",o/6"#t 2'"!(t.
o R"t&(, 1&#8(#- (#9o,9"s 6(#(66 6&'8"t(#- "$$o'ts (# & !"6&#! @!'(9"# "2o#o6%.
o D(9"'s($("! /o't$o,(o !" to 0-" 2sto6"' 1&s" "#&1,"s 1&#8 to '"!2" t0"(' !"/"#!"#2"
o# $"7 o' s(#-," 1o''o7"'
o B&#8s 2&# "&'# -oo! /'o$(ts 1% /'o9(!(#- #o# $#! 1&s"! o' $"" 1&s"! s"'9(2"s 7(t0ot
!"/,o%(#- t0"(' $#!s.
DISAD3ANTAGES
o D"s(-#(#- o7# &#! #"7 $(#&#2(&, /'o!2ts (s 9"'% 2ost,% &#! t(6" 2o#s6(#- $o' t0"
1&#8.
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(#t'o!2(#- t"20#o,o-%?1&s"! /'o!2ts. &'" $(#!(#- (t !($$(2,t to '"t&(# t0" 2sto6"'s
70o 7(s0 to o/t $o' #"t 1&#8(#-.
o Csto6"'s &'" &tt'&2t"! to7&'!s ot0"' $(#&#2(&, /'o!2ts ,(8" 6t&, $#!s "t2.
o T0o-0 1&#8s &'" (#9"st(#- 0"&9(,% (# t"20#o,o-%. t0"% &'" #ot &1," to ";/,o(t t0" s&6" to
t0" $,, ";t"#t.
o A 6&3o' !(s&!9&#t&-" (s 6o#(to'(#- &#! $o,,o7 / o$ 0-" 9o,6" o$ ,o&# &22o#ts
(#!2(#- 1&#8s to s/"#! 0"&9(,% (# 06&# '"so'2" !"/&'t6"#t.
o Lo#- t"'6 ,o&#s ,(8" 0os(#- ,o&# !" to (ts ,o#- '"/&%6"#t t"'6 (# t0" &1s"#2" o$
/'o/"' $o,,o7?/. 2&# 1"2o6" N*As.
o T0" 9o,6" o$ &6o#t 1o''o7"! 1% & s(#-," 2sto6"' (s 9"'% ,o7 &s 2o6/&'"! to
70o,"s&," 1&#8(#-. T0(s !o"s #ot &,,o7 1&#8s to to ";/,o(t t0" &!9&#t&-" o$ "&'#(#- 0-"
/'o$(ts $'o6 s(#-," 2sto6"' &s (# 2&s" o$ 70o,"s&," 1&#8(#-.

OPPORTUNITIES
R"t&(, 1&#8(#- 0&s (66"#s" o//o't#(t("s (# & -'o7(#- "2o#o6% ,(8" I#!(&. As t0"
-'o7t0 sto'% -"ts #$o,!"! (# I#!(&. '"t&(, 1&#8(#- (s -o(#- to "6"'-" & 6&3o' !'(9"'.
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o$ 6(!!," to 0(-0?(#2o6" I#!(&# 0os"0o,!s (s ";/"2t"! to 2o#t(#" '(s(#-. T0" %o#-"'
/o/,&t(o# #ot o#,% 7(",!s (#2'"&s(#- /'20&s(#- /o7"'. 1t &s $&' &s &2>('(#- /"'so#&, !"1t (s
2o#2"'#"!. t0"% &'" /"'0&/s 6o'" 2o6$o't&1," t0&# /'"9(os -"#"'&t(o#s. I6/'o9(#- 2o#s6"'
/'20&s(#- /o7"'. 2o/,"! 7(t0 6o'" ,(1"'&, &tt(t!"s to7&'!s /"'so#&, !"1t. (s 2o#t'(1t(#- to
I#!(&=s '"t&(, 1&#8(#- s"-6"#t.
T0" 2o61(#&t(o# o$ &1o9" $&2to's /'o6(s"s s1st&#t(&, -'o7t0 (# '"t&(, s"2to'. 70(20 &t /'"s"#t (s
(# t0" #&s2"#t st&-". D" to 1#!,(#- o$ s"'9(2"s &#! !",(9"'% 20&##",s. t0" &'"&s o$ /ot"#t(&,
2o#$,(2ts o$ (#t"'"st t"#! to (#2'"&s" (# #(9"'s&, 1&#8s &#! $(#&#2(&, 2o#-,o6"'&t"s. So6" o$ t0"
8"% /o,(2% (ss"s '","9&#t to t0" '"t&(,?1&#8(#- s"2to' &'": $(#&#2(&, (#2,s(o#. '"s/o#s(1,"
,"#!(#-. &#! &22"ss to $(#&#2". ,o#-?t"'6 s&9(#-s. $(#&#2(&, 2&/&1(,(t%. 2o#s6"' /'ot"2t(o#.
'"-,&t(o# &#! $(#&#2(&, 2'(6" /'"9"#t(o#.
CHALLENGES TO RETAIL BANKING IN INDIA
o T0" (ss" o$ 6o#"% ,&#!"'(#- (s 9"'% (6/o't&#t (# '"t&(, 1&#8(#-. T0(s 2o6/",s &,, t0"
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SPECIAL FEATURES OF RETAIL CREDIT
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O KNO<ING CUSTOMER
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O TECHNOLOG= ISSUES
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O ORGANI>ATIONAL ALIGNMENT
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O PRODUCT INNO3ATION
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O PRICING OF PRODUCT
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7oo(#- t0" 2,("#ts o$ ot0"'s=. Most o$ t0" 1&#8s t0&t s" '&t(#- 6o!",s $o' !"t"'6(#(#-
t0" 0"&,t0 o$ t0" '"t&(, /o't$o,(o !o #ot s" t0"6 $o' /'(2(#- t0" /'o!2ts. T0" 620
#""!"! t'&#s/&'"#2% (# /'(2(#- (s &,so 6(ss(#-. 7(t0 6&#% 0(!!"# 20&'-"s. T0"'" (s &
t"#!"#2%. &t ,"&st o# t0" /&'t o$ $"7 to 2&6o$,&-" t0" /'(2". T0" s(t&t(o# 2&##ot '"6&(#

0(s 7&% $o' ,o#-. T0(s 7(,, 1" o#" (ss" t0&t 7(,, 1" -&(#(#- (6/o't&#2" (# t0" #"&'
$t'".
O PROCESS CHANGES
Bs(#"ss *'o2"ss R"?"#-(#""'(#- (s %"t &#ot0"' 8"% '">('"6"#t $o' 1&#8s to 0&#!," t0"
-'o7(#- '"t&(, /o't$o,(o. S(6/,($("! /'o2"ss"s &#! &,(-#(#- t0"6 &'o#! !",(9"'% o$
2sto6"' s"'9(2" (6/(#-(#- o# '"!2(#- 2sto6"' to20?/o(#ts &'" o$ "ss"#2". A
'"&,(<&t(o# 0&s to !'&7# t0&t &to6&t(#- t0" (#"$$(2("#2("s 7(,, #ot 0",/ &#%o#" &#!
2o#t(#(#- t0" o,! /'o2"ss"s 7(t0 #"7 t"20#o,o-% 7o,! o#,% 6&8" t0" o'-&#(<&t(o# &#
o,! ";/"#s(9" o#". :o'8 $,o7 &#! !o26"#t 6&#&-"6"#t 7(,, 1" (#t"-'&, /&'t o$ /'o2"ss
20&#-"s. T0" !o26"#t&t(o# (ss"s 0&9" to '"6&(# s(6/," 1ot0 (# t"'6s o$ !o26"#ts to
1" s16(tt"! 1% t0" 2sto6"' &t t0" t(6" o$ ,o&# &//,(2&t(o# &#! t0os" to 1" ";"2t"!
/o# s&#2t(o#.
1.1 GENERAL INTRODUCTION ABOUT THE SECTOR

The Indian economy is emerging as one of the strongest economy of the world with the
GDP growth of more than 8% every year. This has given a great support for the
development of banking industry in the country .Due to recession it has come down to
.!%. "ut market now stabili#ing.
Due to globali#ation$ competition among the banks has drastically been increased .%s
India has a substantial upper and middle class income hence the banks have immense
opportunities to increase their market shares. The consumer being on the receiving end

is in the comfortable position but the banks trying to increase their market share have to
continuously add value for consumers in order to increase market share and sustain
their growth.
BANKING SECTOR
The banking sector is the most dominant sector of the financial system in India.
&ignificant progress has been made with respect to the banking sector in the post
liberali#ation period. The financial health of the commercial banks has improved
manifolds with respect to capital ade'uacy$ profitability$ and asset 'uality and risk
management. (urther$ deregulation has opened new opportunities for banks to increase
revenue by diversifying into investment banking$ insurance$ credit cards$ depository
services$ mortgage$ securiti#ation$ etc. )iberali#ation has created a more competitive
environment in the banking sector
1.2 INDUSTRY PROFILE
a) ORIGIN AND DEVELOPMENT OF THE INDUSTRY
The origin of banking in India is traceable in ancient time through the modern banking
hardly *++ years old. The main function of bank is to accept deposits and grant loans.
There is evidence of these functions being performed by a section of the community in
the ,edic periods. There are many references of debt in the ,edic literature. During the
-amayana and .ahabharata areas banking$ which was a side business during the
,edic period$ become a full/time business activity for the people. During the smriti
period$ which followed the ,edic period and the 0pic age$ bankers performed the
function of the modern banks. The members of the ,aish community carried on the
banking business and .anu speaks of earning through interest as the business of
,aishays. 1e accepted deposits from the public$ granted loans against pledges and

personal security$ granted simple open loans$ acted as bailee for his customers$
subscribed to public loans by granting loans to kings$ acted as treasurer and banker to
the state and managed the currency of the country. Indigenous bankers used to
maintain a regular system of accounts and borrowers used to sign the loan deeds.
Retail a!"i!#
%ccording to investopedia.com$ retail banking is typical mass/market banking where
individual customers use local branches of larger commercial banks. &ervices offered
include2 savings and checking accounts$ mortgages$ personal loans$ debit cards$ credit
cards$ and so forth.
Types of retail banks
P$i%ate a!"
Private "anks is a bank that is not incorporated. 0ither an individual or a general
partner3s4 with limited partner3s4 owns a non/incorporated bank. In any such case$ the
creditors can look to both the 5entirety of 6the bank7s8 assets5 as well as the entirety of
the sole/proprietor7s9general/partners7 assets.

These banks have a long tradition in &wit#erland$ dating back to at least the revocation
of the 0dict of :antes 3;<84.
C&''e$(ial a!"i!#
% commercial bank is a type of financial intermediary and a type of bank. =ommercial
bank has two possible meanings2
=ommercial bank is the term used for a normal bank to distinguish it from an
investment bank. This is what people normally call a 5bank5. The term 5commercial5
was used to distinguish it from an investment bank. &ince the two types of banks no
longer have to be separate companies$ some have used the term 5commercial bank5 to
refer to banks which focus mainly on companies. In some 0nglish/speaking countries
outside :orth %merica$ the term 5trading bank5 was and is used to denote a commercial
bank. It raises funds by collecting deposits from businesses and consumers via
checkable deposits$ savings deposits$ and time 3or term4 deposits. It makes loans to
businesses and consumers. It also buys corporate bonds and government bonds. Its
primary liabilities are deposits and primary assets are loans and bonds. Detailed
information on banks sectoral e>posure of credit reveals that over two/thirds of the
credits flow has been on account of retail$ housing and other priority sector loans.

"anks credit flow e>posure to large 0nterprises continues to remain buoyant with recent
indications that credit to agriculture and .icro credit has also picked up. The Investment
"anking and .arkets division brings together the advisory and financing$ e'uity
securities$ asset management$ treasury and capital markets$ and private e'uity
activities of the Group to complete the =I". structure and provide a complete range of
financial products to our clients. Increasingly$ 0=% financing is being
) GRO)TH AND PRESENT STATUS OF THE INDUSTRY
=ommercial banking can also refer to a bank or a division of a bank that mostly deals
with deposits and loans from corporations or large businesses$ as opposed to normal
individual members of the public 3retail banking4. as in the Indian banking.. The most
prominent on our minds in the conte>t of banking these days$ perhaps$ are the
implications arising out of the "asel II accord. "anks$ as we all know$ are sub?ected to
more intense regulation as compared to the non/financial firms. This is probably
because the banks possess certain 7special7 characteristics2 "anks are much more
leveraged than the other firms due to their capacity to garner public deposits. The asset
/ liability structure of the banks is also different from not only the non/financial firms but
also the financial firms. To illustrate$ the risk in an insurance company arises mainly
from the liability side of the balance sheet in the form of insurance claims whereas for
the bank the risk mainly comes from the diminution of asset values 3for e>ample$ illi'uid
loans that are not fully recoverable4. The deposits which constitute a ma?or part of the
liability of banks are repayable on demand$ unsecured and their principal amount does
not change in value whereas the loans of a bank are illi'uid and there can be erosion in
the value of loans or of other assets. The li'uidity transformation by an insurance
company is in the reverse direction as compared to a bank. The balance/sheet structure
of an insurance company is the least likely to give rise to systemic risk$ whereas banks
due to their typical asset liability mismatches i.e. long term assets funded by short term

liabilities$ may be prone to @runA and pose a very high degree of potential systemic risk.
The resolution costs of systemic bank insolvencies and significant problems can be
substantial. weighted differently.
Ba*el I proposals forced the banks to look at credit risk and regulatory capital more
closely than they had done earlier. %s banks found ways to arbitrage regulatory capital$
some of the provisions of "asel I became less relevant. &imultaneously$ banks in the G/
;+ countries developed newer approaches to manage credit risk by building portfolio
models for pricing$ provisioning and allocating economic capital for the credit portfolios.
These developments made the weaknesses in the "asel I framework more apparent
and this set the stage for the creation of 7International =onvergence of =apital
.easurement and =apital &tandards2 % -evised (ramework7$ popularly known as "asel
II.
T+e Ba*el =ommittee on "anking &upervision has observed that the fundamental
ob?ective in revising the ;B88 %ccord has been$ and I 'uote$ 7to develop a framework
that would further strengthen the soundness and stability of the international banking
system while maintaining sufficient consistency that capital ade'uacy regulation will not
be a significant source of competitive ine'uality among internationally active banks. The
3"asel4 =ommittee believes that the revised (ramework will promote the adoption of
stronger risk management practices by the banking industry$ and views this as one of its
ma?or benefits7 Cn'uote

() F,t,$e &- t+e i!.,*t$/
-eflecting on future prospects in banking$ immediate focus has to be on the cleaning up
of the remnants of undercapitali#ed banks$ while concentrating on improvements in the
rural co/operative credit system. It is also necessary to ensure improvements in their
governance and financial management. In the banking system as a whole$ a healthy
credit culture encompassing appropriate pricing$ 'uality of service$ financial inclusion
and contract/enforcement would be vital.
The -eserve "ank of India has$ in the service of our country$ a proven track record and
professionalism$ which have lent it considerable credibility / both domestically and
globally. This credibility enables the -"I to confidently carry the reforms forward to
credibly maintain price and financial stability$ while enabling self/accelerating e'uitable
growth at elevated levels
The Indian financial sector is ready for consolidation$ said B per cent of the
respondents. Given the increased competition$ and the implementation of "asel II
norms in the near future$ the banking industry of the country would be better off with si>
to seven banks as big as &tate "ank of India$ said the survey. 1owever$ voluntary
mergers are better than forced ones.
% ma?ority of the public sector banks also demanded more autonomy to fi> salary levels
proportionate to performance. In order to improve employee productivity it is essential to
offer competitive compensation packages at all levels$ the survey said. %bout B* per
cent of the public sector banks respondents voiced that they do not have sufficient
autonomy to offer attractive incentive packages to employees to ensure commitment
levels.

&ome banks also said that in one/year7s time$ banks should be permitted to issue
preference shares. %ccording to the survey$ some of the strengths of the banking
industry are regulatory systems$ economic growth$ technological advancement$ risk
assessment systems and credit 'uality.
%reas that need improvement include diversification of markets beyond big cities$
human resources systems$ si#e of banks$ high transaction costs$ infrastructure and
labour infle>ibilities.
%s per the survey some strategies that can help India achieve a world class banking
system are consolidation$ strict corporate governance norms$ regional e>pansion within
the country and outside$ higher (DI limits and (ree Trade %greements with countries
where India has comparative advantage in banking sector.
5%vailability and reach of 'uality products is confined to ?ust big cities. Thus it is
essential now to e>pand the gamut of banking services both within India as well as
outside$5 the survey said. 1owever$ banks in India are yet to effectively leverage
technology. I=I=I "ank has been acknowledged to be among the first to e>plore new
mediums like Internet.
India has among the lowest penetration of retail loans in %sia. Though the sector has
been growing at around ; per cent$ there is still a huge opportunity to tap into. .iddle
and /high/income homes in India has increased from ;.;< crore 3;;.< million4 in ;BB to
*.! crore 3*.! million4 in *++*. Interest rates on retail loans have been dropping
rapidly too. (or instance residential mortgages slumped by ! per cent over the last four
years.

5The entry of a number of banks in India in the last few years has helped provide
increased coverage and a number of new products in the market$5 says Damath.
banking sector today is estimated to be at -s ;! trillion and total deposits are estimated
at -s ;E trillion.

2.1 ORIGIN OF THE ORGANI0ATION
T+e H&,*i!# De%el&1'e!t Fi!a!(e C&$1&$ati&! Li'ite. 31D(=4 was amongst the
first to receive an 7in principle7 approval from the -eserve "ank of India 3-"I4 to set up a
bank in the private sector$ as part of the -"I7s liberali#ation of the Indian "anking
Industry in ;BBF. The bank was incorporated in %ugust ;BBF in the name of 71D(=
"ank )imited7$ with its registered office in .umbai$ India. 1D(= "ank commenced
operations as a &cheduled =ommercial "ank in Ganuary ;BB.

&ector &hare of GDP % Growth of H; (I *++E Growth in H* (I *++E
&ervices <.; !.F B.8
Industry *;.8 .8 <.E
%griculture **.; ;.! !.F
GDP .! 8.F
1D(= is India7s premier housing finance company and en?oys an impeccable track
record in India as well as in international markets. &ince its inception in ;B!!$ the
=orporation has maintained a consistent and healthy growth in its operations to remain
the market leader in mortgages. Its outstanding loan portfolio covers well over a million
dwelling units. 1D(= has developed significant e>pertise in retail mortgage loans to
different market segments and also has a large corporate client base for its housing
related credit facilities.
2.2 GRO)TH AND DEVELOPMENT OF THE ORGANI0ATION
1D(= "ank is head 'uartered in .umbai. The "ank at present has an enviable network
of over <8F branches spread over E;< cities across India. %ll branches are linked on an
online real/time basis. =ustomers in over ;*+ locations are also serviced through
Telephone "anking. The "ank7s e>pansion plans take into account the need to have a
presence in all ma?or industrial and commercial centers where its corporate customers
are located as well as the need to build a strong retail customer base for both deposits
and loan products. "eing a clearing9settlement bank to various leading stock
e>changes$ the "ank has branches in the centers where the :&09"&0 have a strong

and active member base. The "ank also has a network of about over F+++ networked
%T.s across these cities. .oreover$ 1D(= "ank7s %T. network can be accessed by all
domestic and international ,isa9.aster=ard$ ,isa 0lectron9.aestro$ Plus9=irrus and
%merican 0>press =redit9=harge cardholders.
In a milestone transaction in the Indian banking industry$ Times "ank )imited 3another
new private sector bank promoted by "ennett$ =oleman J =o.9Times Group4 was
merged with 1D(= "ank )td.$ effective (ebruary *<$ *+++. %s per the scheme of
amalgamation approved by the shareholders of both banks and the -eserve "ank of
India$ shareholders of Times "ank received ; share of 1D(= "ank for every .!
shares of Times "ank.
2.2 PRESENT STATUS OF THE ORGANI0ATION
%t present 1D(= "ank is the leading most bank in the housing and development sector
and is growing very fast in the other banking sectors such as life insurance J mutual
fund.
The authori#ed capital of 1D(= "ank is -s.F+ crore 3-s.F. billion4. The paid/up
capital is -s.E;;.B crore 3-s.E.; billion4. The 1D(= Group holds **.;% of the bank7s
e'uity and about ;B.F% of the e'uity is held by the %D& Depository 3in respect of the
bank7s %merican Depository &hares 3%D&4 Issue4. -oughly E;.E% of the e'uity is held
by (oreign Institutional Investors 3(IIs4 and the bank has about ;B+$+++ shareholders.
The shares are listed on The &tock 0>change$ .umbai and the :ational &tock
0>change. The bank7s %merican Depository &hares are listed on the :ew Iork &tock
0>change 3:I&04 under the symbol 51D".

1D(= )imited$ "ennett$ =oleman J =o. )td. and its group companies 3the promoters of
erstwhile Times "ank )imited4 and =hase (unds had entered into tripartite agreement
dated :ovember *<$ ;BBB for effecting amalgamation of Times "ank )imited with the
"ank. Cnder this %greement$ "ennett =oleman Group has a right to nominate one
Director on the "oard of the "ank as long as its holding e>ceeds % of the share capital
of the "ank. =urrently$ as on .arch E;$ *++!$ the "ennett =oleman Group holds .;%
of the share capital of the "ank and .r. ,ineet Gain represents the group on the "oard
of the "ank.
2.3 FUNTIONAL DEPARTMENT OF THE ORGANI0ATION

Chairman
Managing
Director
Executive Director
Regional Sales
Head
rea sales Head
rea Sales
Manager
De!ut" Sales
Manager
Team Leader
2.4 ORGANI0ATION STRUCTURE AND ORGANI0ATION
CHART

Chairman
Managing Director # C E
$
Joint Managing Director
%International &usiness'
Joint Managing Director
%Domestic &an(ing'
Executive
Director
Executive
Director
Executive
Director
Executive
Director
Sr) General Managers
Contract Sales
Executive
2.5 PRODUCT AND SERVICE PROFILE OF THE ORGANI0ATION
)+&le*ale Ba!"i!# Se$%i(e*
The "ank7s target market ranges from large$ blue/chip manufacturing companies in the
Indian corporate to small J mid/si#ed corporate and agri/based businesses. (or these
customers$ the "ank provides a wide range of commercial and auctional banking
services$ including working capital finance$ trade services$ transactional services$ cash
management$ etc. The bank is also a leading provider of structured solutions$ which
combine cash management services with vendor and distributor finance for facilitating
superior supply chain management for its corporate customers. "ased on its superior
product delivery 9 service levels and strong customer orientation$ the "ank has made
significant inroads into the banking consortia of a number of leading Indian corporates
including multinationals$ companies from the domestic business houses and prime
public sector companies. It is recogni#ed as a leading provider of cash management
and transactional banking solutions to corporate customers$ mutual funds$ stock
e>change members and banks.

General Managers
Retail Ba!"i!# Se$%i(e*
The ob?ective of the -etail "ank is to provide its target market customers a full range of
financial products and banking services$ giving the customer a one/stop window for all
his9her banking re'uirements. The "ank also has a wide array of retail loan products
including %uto )oans$ )oans against marketable securities$ Personal )oans and )oans
for Two/wheelers. It is also a leading provider of Depository Participant 3DP4 services for
retail customers$ providing customers the facility to hold their investments in electronic
form. 1D(= "ank was the first bank in India to launch an International Debit =ard in
association with ,I&% 3,I&% 0lectron4 and issues the .aster=ard .aestro debit card as
well. The "ank launched its credit card business in late *++;. "y &eptember E+$ *++$
the bank had a total card base 3debit and credit cards4 of .* million cards. The "ank is
also one of the leading players in the 5merchant ac'uiring5 business with over +$+++
Point/of/sale 3PK&4 terminals for debit 9 credit cards acceptance at merchant
establishments.

De1&*it*
I. Sa%i!#* A((&,!t
These accounts are primarily meant to inculcate a sense of saving for the future$
accumulating funds over a period of time. Lhatever customer occupation$ bank is
confident that customer will find the perfect banking solution.
Debit/cum/%T. card
%uto Invest %ccount
Internet "anking
Phone banking
%nywhere "anking
&tanding Instruction
:omination facility
Doorstep service
II. S1e(ial *a%i!#* a((&,!t
=omprehensive banking
&olution with added features
&upplementary savings
Ideal for ta>/e>empt entities
Internet banking
%nywhere banking
Doorstep service
Inward remittance

III. Se!i&$ Citi6e! Se$%i(e*
1igher interest rates
&pecial demand loans against deposit
(ree collection of outstation che'ues drawn on our locations.
Debit/cum/%T./card
%uto Invest %ccount
Internet banking
Phone banking
%nywhere banking
&tanding instructions
:omination facility
IV. Fi7e. .e1&*it*
Lide range of tenures
=hoice of investment plans
Partial withdrawal permitted
&afe custody of fi>ed deposit receipts
%uto renewal possible
)oan facility available

V. D8Mat a((&,!t*
(ree trading account
Knline buying and selling of shares
)ess documentation
=an control loss of money

2.9 MARKET PROFILE OF THE ORGANISATION
1D(= "ank has its deposit programmes rated by two rating agencies / =redit %nalysis
J -esearch )imited. 3=%-04 and (itch -atings India Private )imited. The "ank7s (i>ed
Deposit programme has been rated 7=%-0 %%% 3(D47 6Triple %8 by =%-0$ which
represents instruments considered to be 5of the best 'uality$ carrying negligible
investment risk5. =%-0 has also rated the "ank7s =ertificate of Deposit 3=D4
programme 5P- ;M5 which represents 5superior capacity for repayment of short term
promissory obligations5. (itch -atings India Pvt. )td. 3;++% subsidiary of (itch Inc.4 has
assigned the 5t%%% 3ind45 rating to the "ank7s deposit programme$ with the outlook on
the rating as 5stable5. This rating indicates 5highest credit 'uality5 where 5protection
factors are very high5. 1D(= "ank also has its long term unsecured$ subordinated 3Tier
II4 "onds of -s.F billion rated by =%-0 and (itch -atings India Private )imited. =%-0
has assigned the rating of 5=%-0 %%%5 for the Tier II "onds while (itch -atings India
Pvt. )td. has assigned the rating 5%%% 3Ind45 with the outlook on the rating as 5stable5.
In each of the cases referred to above$ the ratings awarded were the highest assigned
by the rating agency for those instrumentsN
Lithin this business$ the bank has three main product areas / (oreign 0>change and
Derivatives$ )ocal =urrency .oney .arket J Debt &ecurities$ and 0'uities. Lith the
liberali#ation of the financial markets in India$ corporate need more sophisticated risk
management information$ advice and product structures. To comply with statutory
reserve re'uirements$ the bank is re'uired to hold *% of its deposits in government
securities.

2.1 STUDENTS )ORK PROFILE :R&le a!. Re*1&!*iilit/).
I am working as contract sales e>ecutive in 1D(= bankO my role is to find out people
who want to open savings %9c. I have to convince the customers to open savings
account in our bank. %fter convincing$ I use to fill up the forms through customers and
collect their documents to login the form for opening their accounts. There are some
targets in a month$ which we need to reach in bank. I have done many activities like
park activities$ %T. activities$ %partments activities etc to generate my leads. "y doing
these activities we get customers for opening accounts. The roles and responsibilities
handled by me are2
;4 Generating leads for opening accounts
*4 Preparing daily sales report of daily activities
E4 %nswering to customer 'ueries.
F4 ,erification of the documents given by the customers.
%fter three month working e>perience I came to know how to handle the people J task
in the organi#ation. :ow I feel much confident.
"eing a sales e>ecutive I have to answer to the customers as well as team leader to the
'ueries. I have to fulfill my individual target.
2.2 DESCRIPTION OF LIVE E;PERIENCES.

This training has helped me a lot in understanding the realities of the outside world. I
also came to know the real meaning of the word marketing. There are both negative
and positive e>periences of our training. &ome of these are2
-eal e>posure to the corporate world$ which helped me a lot in understanding
the mind$ set of e>ecutives to a certain e>tent.
)earned about customer re'uirements$ customer mind set how to convince
others and many.
It helped me in improving my communication skills$ presentation skills and how
to behave in front of public.
%part from these positive e>periences I faced certain problems too which I
would like to discuss here2
It was 'uite difficult in the beginning to cope with both college studies and ?ob.
Initially it took me sometime to understand the process of sales opening$
closing$ however with time I understood the problem and worked on it sincerely.
:ow I feel much more confident in handling sales calls.
3.1 STATEMENT OF RESEARCH PROBLEM
The company must gain confidence of the customers and provide services par
e>cellence. Therefore$ undertaking the pro?ect helps in assessing the customer care
level of 1D(= "%:D. The study is applied descriptive as well as diagnostic in nature. It

also tends to find the customer view about important aspects of the services. %t the
same time it was intended to find the customer view about the product and the 'uality of
service improvement. In short this problem can be defined as2 <A$e (,*t&'e$*
*ati*-ie. =it+ t+e *e$%i(e* at HDFC>?
In todayAs era of cutthroat competition$ it is of an uttermost importance to gain a cutting
edge over the competition$ and develop a large market share. This is only possible if
there is a large customer base for the company.
3.2 RESEARCH OB@ECTIVESA
;. To evaluate the perception level of the account holders towards 1D(= "%:D
*. To study the importance of customer relationship.
E. To study the impact of customer relationship management on bank customers.
F. To analy#e the e>pectations of banking customers.
. To suggest the banks under study to strengthen the customer relations.
<. To analy#e the satisfaction level of customers of 1D(= "%:D on the following heads2
;. Lorking environment
*. =ustomer care
E. Personal care of the customers
F. "ank timings
. Kverall services
<. &pecial schemes provided

3.2 RESEARCH DESIGN AND METHODOLOGY.
THE METHOD USED OF DATA COLLECTION AREA
P$i'a$/ Data
Se(&!.a$/ Data
PRIMARY DATAA Primary data are dataAs$ which are original in nature$ and are
collected by the researcher. The method used to collect the primary data was &urvey
.ethod. The survey method included a structured 'uestionnaire that was given to the
respondent.
SECONDARY DATAA &econdary data are data$ which has been collected and compiled
in advance for another needed purpose. &econdary data is an important method to
know the present problem faced by the account holders in the field of 1D(= "%:D.
:ewspaper$ %rticles$ "ooks$ .aga#ines etc. have been used to prepare the
'uestionnaire.
PLAN OF ANALYSIS 2

=alculations have been done for interpretation such as percentages$ averages.
The data collected from respondents through 'uestionnaire are organi#ed$ coded$
processed and tabulated in order to create graphs and charts to make the pro?ect
understandable. =hi &'uare Test is performed on the inferred data to arrive at a
statistical conclusion.
TOOLS FOR DATA COLLECTION
The tool used for data collection is Primarily PHuestionnaire methodQ. The 'uestions
contained2
O1e!8 E!.e. B,e*ti&!*
Lhere the respondent was given a chance to reply or give suggestions to the =ompany.
This included (ree -esponses 'uestions where the respondents were given the
freedom to give suggestions.
Cl&*e 8 E!.e. B,e*ti&!*
Lhere the respondent was given a lesser chance to reply. This includes multiple =hoice
Questions where the respondents were given a number of alternatives.
S(ale*
-espondents were given a scale whose positions range from P1ighly &atisfiedQ to
P1ighly DissatisfiedQ
A$ea &- *,$%e/
The area selected to find the satisfactory level was in and around "annerghatta -oad.
Sa'1le U!it
The sample was considered to be the =ustomers of 1D(= "%:D

SAMPLINGA
-andom sampling method to select a sample of ;++ customers among the customers of
the 1D(= "%:D.
3.3 ANALYSIS OF DATA
%s the competition level in the banking sector is ever increasing$ it becomes
indispensable for the company 31D(=4 to conduct the study on the perception and
satisfaction level of its customers. This study will help the company in making its new
strategies to satisfy its customer in the ways in which he or she wants to be satisfied
and to the company its position in the market.

The study on customer satisfaction has the geographical coverage limited to
"annerghatta -oad only. This study will help the company to know in detail about the
customer perception and their attitude towards the company services and products.
The company will gain the feedback from the customer to improve its products and
'uality of service.

TABLE 1A SHO)ING DISTRIBUTION OF AGE
%G0 G-KCP
:K. K( -0&PK:D0:T&
P0-=0:T%G0
*+ R E+ ** **%
E+ R F+ FE FE%
F+ %:D %"K,0 E E%
TKT%) ;++ ;++%
ANALYSIS
The above table shows that **% of the respondents fall under the age group
of *+ R E+ years $FE% of the respondents fall under age group of E+ R F+ years
and E% of the respondents belonging to age group of F+ and above years.
INFERENCE
1ence it clearly shows that the ma?ority of the respondents fall under the age
group of E+ R F+ years i.e. FE%.




GR*H+,
TABLE 2A SHO)ING DISTRIBUTION OF SE; OR GENDER
G0:D0- :K. K( -0&PK:D0:T& P0-=0:T%G0
(0.%)0 FE FE%
.%)0 ! !%
TKT%) ;++ ;++%
ANALYSIS
The table shows that there are !% of male respondents and FE% of female
respondents.
INFERENCE
Thus the table clearly shows that the ma?ority of the respondents are male i.e.
!%.

TABLE 2A SHO)ING THE DISTRIBUTION OF THE MONTHLY
HOUSEHOLD INCOME

GR*H+-
.K:T1)I 1KC&01K)D
I:=K.0
:K. K( -0&PK:D0:T& P0-=0:T%G0
)0&& T1%: -& ;+$+++ + +%
-& ;+$+++ R -& *+$+++ *E *E%
.K-0 T1%: -& *+$+++ !! !!%
TKT%) ;++ ;++%
ANALYSIS
The above table shows that there are no respondents who have a monthly
household income of less than -s ;+$+++$ there are *E% of the respondents who
fall under -s ;+$+++ R -s *+$+++ household income and !!% fall under the more
than -s *+$+++ household income category.
INFERENCE
The table clearly shows that the ma?ority of the respondents have more than -s
*+$+++ of monthly household income$ that is !!%.

TABLE 3A SHO)ING THE IMPORTANCE OF A SMILING
EMPLOYEE ACCORDING TO A CUSTOMER
I.PK-T%:=0 :K. K( -0&PK:D0:T& P0-=0:T%G0
,0-I I.PK-T%:T %
&K.0L1%T I.PK-T%:T *+ *+%
:KT &K I.PK-T%:T *+ *+%
:KT %T %)) I.PK-T%:T %

GR*H+.
TKT%) ;++ ;++%
ANALYSIS
%ccording to the table % of the respondents feel its e>tremely important for a
employee to welcome a customer with a smile$*+% respondents think its
somewhat important while *+% feel its not so important and % think its not at
all important.
INFERENCE
1ence when a customer enters the bank $ he looks for a smiling employee to
welcome him$ its e>tremely important to him3% of respondents think its very
important4.

TABLE 4A SHO)ING THE IMPORTANCE OF THE SI0E OF THE
CHEBUE BOOK ACCORDING TO THE CUSTOMERS
I.PK-T%:=0 :K. K( -0&PK:D0:T& P0-=0:T%G0
,0-I I.PK-T%:T *+ *+%
&K.0L1%T I.PK-T%:T F F%
:KT &K I.PK-T%:T E+ E+%
:KT %T %)) I.PK-T%:T %
TKT%) ;++ ;++%
ANALYSIS

GR*H+/
The table shows that according to the *+% of the respondents its very important
that the che'ue book si#e is appropriate$E+% of the respondents think its not so
important$ % of the respondents think its not at all important while F% of the
respondents think its somewhat important.
INFERENCE
1ence the table clearly shows that the ma?ority of the respondents think its
somewhat important for the che'ue book si#e to be appropriate.

TABLE 5A SHO)ING THE IMPORTANCE OF THE BANK
TIMING ACCORDING TO THE CUSTOMERS
I.PK-T%:=0 :K.K( -0&PK:D0:T& P0-=0:T%G0
,0-I I.PK-T%:T < <%
&K.0L1%T I.PK-T%:T *+ *+%
:KT &K I.PK-T%:T ; ;%
:KT %T %)) I.PK-T%:T + +%
TKT%) ;++ ;++%

GR*H+0
ANALYSIS
The above table relates that the <% of the respondents think its e>tremely
important for the bank timing to be convenient$*+% of the respondents think its
somewhat important$;% of the respondents think its not so important while
none of them think its not at all important.
INFERENCE
Table number ! clearly shows that ma?ority of the customers think that its very
important that the bank timings are convenient i.e. <%

TABLE 9A SHO)ING THE IMPORTANCE OF THE : 0ERO BALANCE
SAVINGS ACCOUNTS ) FACILITY ACCORDING TO THE CUSTOMERS
I.PK-T%:=0 :K. K(
-0&PK:D0:T&
P0-=0:T%G0
,0-I I.PK-T%:T 8+ 8+%
&K.0L1%T I.PK-T%:T *+ *+%
:KT &K I.PK-T%:T + +%
:KT %T %)) I.PK-T%:T + +%
TKT%) ;++ ;++%
ANALYSIS
%ccording to the table above none of the respondents think its not at all or not
so important that the S0-K "%:)%:=0 =C--0:T %==KC:T &1KC)D be
provided$ while 8+% of the respondents think its very important and *+% of the
respondents think its somewhat important.
INFERENCE

1ence the table clearly shows that the ma?ority of the customers think its very
important that the S0-K "%)%:=0 &%,I:G& %==KC:T facility should be
provided that is 8+%.


GR*H+1
TABLE CA SHO)ING THE IMPORTANCE OF TRANSACTION
TIMING IN HDFC BANK ACCORDING TO CUSTOMRES
,%-%I")0& -0&PK:D0:T& P0-=0:T%G0
1IG1)I &%TI&(I0D ;+ ;+%
&%TI&(I0D <* <*%
:0CT-%) *E *E%
DI&&%TI&(I0D %
1IG1)I DI&&%TI&(I0D + +%
;++ ;++%
ANALYSIS
(rom the above table $ it can be analy#ed that out of ;++ respondents ;+% only
are highly satisfied with the Transaction timing of the "ank $ <*% of them are
satisfied $ *E% of them are on the neutral side . .oreover % of them are
dissatisfied and none are highly dissatisfied.
INFERENCE
Therefore$ it can be inferred that almost % of the respondents are not happy
with the time taken for transaction . This indicates that the customers are not
satisfied with the speed of the transaction .

TABLE DA SHO)ING THE IMPORTANCE OF CUSTOMER
CARE IN HDFC BANK ACCORDING TO CUSTOMRES

GR*H+2
,%-%I")0& -0&PK:D0:T& P0-=0:T%G0
1IG1)I &%TI&(I0D ;* ;*%
&%TI&(I0D <E <E%
:0CT-%) *; *;%
DI&&%TI&(I0D F F%
1IG1)I DI&&%TI&(I0D + +%
TKT%) ;++ ;++%
ANALYSIS
The above table shows that out of ;++ respondents ;*% are highly satisfied
with the =ustomer =are of the 1D(= "ank$ <E% of them are satisfied and *;%
are neutral$ moreover F% of them are dissatisfied and none of them are highly
dissatisfied.
INFERENCE
In todayAs world customer care is one of the most important criteria as it helps
the organi#ation to retain their or add market share . Therefore $ 1D(= should
work towards the F% dissatisfied customers either by training the employees or
making the procedure customer friendly

TABLE 1EA SHO)ING THE IMPORTANCE OF HDFC BANK
SERVICE ACCORDING TO CUSTOMRES
,%-%I")0& -0&PK:D0:T& P0-=0:T%G0
0T=0PTIK:%)I &%TI&(I0D F F%
&%TI&(I0D F+ F+%
:0CT-%) < <%

GR*H+3
ANALYSIS
The above table shows that out of ;++ respondents F% are e>ceptionaly
satisfied with the &ervice of the 1D(= "ank$ F+% of them are satisfied and
<% are neutral.
INFERENCE
In todayAs world "ank &ervice is one of the most important criteria as it helps
the organi#ation to retain their or add market share . Therefore $ 1D(= should
work towards the <% neutral customers either by training the employees or
making the procedure customer friendly

3.4 SUMMARY OF FINDINGS
.ost of the customers of the bank are satisfied$ but there is a minority of
customers who are still looking for improvement in this aspect of service area as
well in the field of working environment.
Kne area of strength of the bank which it can really boast off as most of the
customers are satisfied when it comes to customer care.

Kverall the result of survey has shown a positive sign for the overall
services from where on they can increase their customer base with the
e>ception of a few dissatisfied customers which needs to be looked after.
The bank has caused a lot of inconvenience to the customers regarding
its banking hours as shown from the result of the survey. (le>ible banking
hours should be achieved to attain higher customer satisfaction again lot of
them are even satisfied .
There is a mi>ed response when it comes to transaction time. % certain section or
respondents seem to be satisfied but a substantial number of customers are
looking for faster transaction time.
V.1 SUMMARY OF LEARNIG E;PERIENCE.
I went through a good learning practice in my 1D(= "ank for the past eight months
which has developed me to heights of understanding the customers mind as well their
taste and preferences in the field of services sector.
The uncertain world or market structure e>isting in India has very typical way of
e>pectation when it comes to private bank and the banks have reali#ed their needs and
desires and working towards satisfying their re'uirements and my bank is also in its run
for customer satisfaction
The working environment was e>cellent which enabled me to learn the products and
services features as well as the internal aspects of management level in my bank.

This pro?ect has opened up the new window of learning$ which enables me into the clear
understanding of corporate world
The proper understanding of customers is must when it comes to service industry and
that e>actly what I went through in this period of management training period.
V.2 CONCLUSIONS AND RECOMMENDATIONS.
CONCLUSION
1ence$ I conclude by understanding that marketing concepts is essentially about the
few things which contribute to the banks success2
The bank cannot e>ist without customer.
The purpose of a bank is to create$ win and keep a customer. The customer is
and should be the central focus of everything the bank does.
Cltimate aim of a bank is to deliver satisfaction to the customers.

=ustomer satisfaction is affected by the performance of all the personnel of the
bank.
It is also a way of organi#ing the bank. The starting point for the organi#ational design
should be the customer and the bank should ensure that the services are performed
and delivered in the most effective way. &ervice facility should also be designed for
customer convenience.
RECOMMENDATIONS
The environment of the bank can be made more customers friendly and the working of
the bank should be more organi#ed and efficient by training the employees of the bank.
*. Improving customer care facilities by providing *F hours banking facilities more
effective.
E. .ore number of =C--0:T %==KC:T& Lith different features are looked forward
from public.
F. Proper and general insturuction about the maintenance and working of current
account and its benefits should be made clearer.

. The banking hours should be more customers friendly it should close little later in the
evening.
<. The banking process needs to be more systematic so that the transaction time can
be reduced.
!. There should be more branches especially in smaller towns and cities .
8. &pecial schemes should be provided for smaller retail shops as well new package
of offers and discounts should be provided for high network people and senior
citi#ens .
BIBLIOGRAPHY
BOOKS AND MAGA0INES
;4 Tull &. Donald et al 1awkins I. Del //.arketing -esearch Measurement & Methods <
th
edition
Published by %soke D. Ghosh $ Prentice/1all of India pvt. )td.
*4 =ooper -. Donald et al &chindler &.Pamela R"usiness -esearch .ethod logy *++< edition
Published by T%T% .cGraw 1I)) Publishing =ompany limited
India Today
"usiness world$ 0conomic Times$ "usiness world $ .oney regulator and "usiness )ine

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