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SUMMER TRAINING PROJECT REPORT

ON

AXIS BANK Pvt.Ltd

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF POST ) GRADUATE PROGRAM IN MANAGEMENT (PGPM + MBA

SESSION 2008-2010 JAGANNATH INSTITUTE OF HIGHER EDUCATION SEC. 3, ROHINI

AN EMPIRICAL STUDY OF CUSTOMER PERCEPTION: NAME CHANGE OF UTI BANK TO AXIS BANK

Supervisor Dr. Samina Bano Asst. Professor JIHE

Submitted By Dharmendra Kumar 017/PGPB/JIHE/2008

Acknowledgement

It is my privilege to show my gratitude to my supervisor who spend t h is precious time providing continuous encouragement and his expert guidance in my project work. It was his direction and encouragement that motivated me to go through the research work confidently and successfully.

At last, but not the least, I wish to record my deep feeling of love, affection and graduate to my parent without whose blessings it would not have been possible for me to complete this dissertation.

Dharmendra Kumar

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Certificate of Originality

I ..Roll No. Batch .., a student of second year of PGPB+MBA program of the Jagannath institute of higher education

hereby certify that this project work carried out by me and the report submitted today in partial fulfillment of the requirements of the program is an original work of mine and is not based, derived or reproduced from any existing work of any other purpose and has not been submitted anywhere else at any time. Date. Signature

Certificate by the Project Guide

I certify that Mr..has pursued this project work under my consistent guidance and supervision. I further certify that the work is original and is not based, derived or reproduced from any existing work of anyone or on any of the students earlier work undertaken at any other time or for any other purpose and has not been submitted anywhere else at any time.

Signature of Faculty Guide..Date. Name of the Faculty Guide Prof. /Dr. ..

Contents

Page No.

iv

Chapter I

Introduction and Outline


i) About organizatoion ii) Current Profit iii) Milestones iv) Limitation of the study 1 8 15 2

Chapter II

Literature Review

Chapter III

Research Design and Methodology

15

Chapter IV

Collection of Primary Data and Analysis 17

Chapter V

Findings and Conclusions

36

Chapter VI

Application and significance of the study 38

Annexure
i) Questionnaire ii) Sample of Coding Sheet

Chapter I:
Introduction and Outline
About Axis Bank
Axis Bank was the first of the new private banks to have begun operations in 1994, after the Government of India allowed new private banks to be established. The Bank was promoted jointly by the Administrator of the specified undertaking of the Unit Trust of India (UTI - I), Life Insurance Corporation of India (LIC) and General Insurance Corporation Ltd. and other four PSU companies, i.e. National Insurance Company Ltd., The New India Assurance Company, The Oriental Insurance Corporation and United Insurance Company Ltd.

The Bank today is capitalized to the extent of Rs. 356.51 crore with the public holding (other than promoters) at 56.72%. The Bank's Registered Office is at Ahmedabad and its Central Office is located at Mumbai. Presently, the Bank has a very wide network of more than 596 branch offices and Extension Counters. The Bank has a network of over 2502 ATMs providing 24 hrs a day banking convenience to its customers. This is one of the largest ATM networks in the country.

UTI Bank is the first of the new private banks to have begun operations in 1994, after the Government of India allowed new private banks to be established. The Bank has

strengths in both retail and corporate banking and is committed to adopting the best industry practices internationally in order to achieve excellence. It has the second largest customer database especially in Delhi and NCR region.

The Bank recently changed its name from UTI Bank Ltd to Axis Bank Ltd. The name change affects a lot in consumers perception of this brand. As an employee of this company I want to measure the level of awareness which has been created among the customers after the name changed. Current Scenario

The industry is currently in a transition phase. On the one hand, the PSBs, which are the mainstay of the Indian Banking system, are in the process of shedding their flab in terms of excessive manpower, excessive non Performing Assets (NPAs) and excessive governmental equity, while on the other hand the private sector banks are consolidating themselves through mergers and acquisitions.

Public Sector Banks, which currently account for more than 78 percent of total banking industry assets are saddled with Non Performing Assets (a mind-boggling Rs 830 billion in 2000), falling revenues from traditional sources, lack of modern technology and a massive workforce while the new private sector banks are forging ahead and rewriting the traditional banking business model by way of their sheer innovation and service. The Public Sector Banks are of course currently working out challenging strategies even as 20

percent of their massive employee strength has dwindled in the wake of the successful Voluntary Retirement Schemes (VRS) schemes.

The private players however cannot match the Public Sector Banks great reach, great size and access to low cost deposits. Therefore one of the means for them to combat the PSBs has been through the merger and acquisition route. Over the last two years, the industry has witnessed several such instances.

Private sector Banks have pioneered internet banking, phone banking, anywhere banking, mobile banking, debit cards, Automatic Teller Machines (ATMs) and combined various other services and integrated them into the mainstream banking arena, while the Public Sector Banks are still grappling with disgruntled employees in the aftermath of successful VRS schemes. Also, following Indias commitment to the WTO agreement in respect of the services sector, foreign banks, including both new and the existing ones, have been permitted to open up to 12 branches a year with effect from 1998-99 as against the earlier stipulation of 8 branches.

Government diluting their equity from 51 percent to 33 percent in November 2000 has also opened up a new opportunity for the takeover of even the Public Sector Banks. The FDI rules being more rationalized in Q1FY02 may also pave the way for foreign banks taking the Merger & Acquisition route to acquire willing Indian partners.

The economic and corporate sector slowdown has led to an increasing number of banks focusing on the retail segment. Many of them are also entering the new vistas of Insurance. Banks with their phenomenal reach and a regular interface with the retail investor are the best placed to enter into the insurance sector. Banks in India have been allowed to provide fee-based insurance services without risk participation, invest in an insurance company for providing infrastructure and services support and set up of a separate joint-venture insurance company with risk participation.

AXIS BANK ANNOUNCES Q1FY10 NET PROFIT OF Rs.562.04 CRORES, UP 70.24 % YOY

Axis Bank has announced its unaudited results for the first quarter of FY 2009-10, following the approval of its Board of Directors in a meeting held in Mumbai on 13th July 2009. The Net Profit of the Bank for the first quarter was Rs. 562.04 crores, growing by 70.24% over the Net Profit of Rs. 330.14 crores during the first quarter of the previous year. The Banks balance sheet has grown by 24.18% yoy to Rs. 1,41,142 crores as at the end of June 2009 from Rs. 1,13,660 crores as at end June 2008. Demand deposits have grown 24.62% yoy and constituted 40% of the total deposits, with Savings Bank deposits growing 32% yoy and Current Account deposits growing 16% yoy. On a daily average basis, demand deposits grew by 24.75% yoy and constituted 37% of the total deposits during Q1 FY10, as against 35% in Q4 FY09 and

Results at a Glance
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2 3 Net Profit rose to Rs. 562.04 crores during Q1FY10 from Rs. 330.14 crores in Q1FY09, registeringa growth of 70.24% yoy. 4 Balance Sheet Size increased 24.18% yoy from Rs. 1,13,660 crores 5 6 at the end of Q1FY09 to Rs.1,41,142 crores at the end of Q1FY10. 7 8 9 Demand Deposits rose 24.62% yoy from Rs. 35,449 crores at the 10 end of Q1FY09 to Rs. 44,176crores at the end of Q1FY10. On a daily 11 average basis, demand deposits grew by 24.75% toRs 39,739 crores 12 in Q1 FY10 from Rs 31,854 crores in Q1 FY09. 13 14 15 The Bank is well capitalised with a Capital Adequacy Ratio of 16 17 15.28% at the end of Q1 FY10compared to 13.25% at the end of 18 Q1FY09 and 13.69% at the end of FY2009. The Tier - Icapital was 19 .39% at the end of the quarter against 9.93% at the end of June 20 2008 and 9.26%at the end of FY2009. 38% in Q1 FY09. The Banks Capital Adequacy Ratio was 15.28% as at end June 2009 as compared to 13.25% as at end June 2008 and a Tier-I ratio of 9.39% as compared to 9.93% as at end June 2008. The diluted quarterly EPS at Rs. 15.50 was 71.65% higher than the EPS of Rs. 9.03 in the first quarter of the previous year.

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FINANCIAL HIGHLIGHTS:
1 2 3 4 Net Interest Income (NII) and Net Interest Margins (NIM)

The Bank continued to build a wide presence through its 861 Branches & Extension Counters and 3,723 ATMs across 534 cities and towns. During the quarter the Bank added 26 Branches & Extension Counters and 128 ATMs. The daily average balances of Savings Bank deposits during the quarter grew 33% yoy and those of Current Accounts grew 15% yoy. ] Demand deposits constituted 37% of the total daily average deposits during Q1 FY10 at nearly the same level (38%) as in Q1 FY09 and higher than the level of 35% in Q4FY20. As a result, the Bank posted a Net Interest Margin of 3.34%, marginally lower than the NIM of 3.37% in Q4FY09 and 3.35% for Q1FY09. The Banks advances grew by 28% from Rs. 61,160 crores as at end June 2008 to Rs. 78,105 crores as at end June 2009, while investments rose to Rs. 46,328 crores from Rs. 35,718 crores, a growth of 30% yoy. The Net Interest Income rose to Rs. 1,046 crores in Q1FY10 from Rs. 810 crores in Q1FY09, a growth of 29% yoy. 1 2

3 Fee income
Fee Income registered a growth of 17% yoy, rising to Rs. 626.63 crores in Q1FY10 compared to Rs. 537.27 crores in Q1FY09, with contributions from all major businesses in the Bank. Fee income from Treasury grew at 55% yoy, followed by that from Retail Banking (21% yoy), Business Banking (19% yoy), Large & Mid Corporate Credit (15% 11

yoy) and SME & Agri lending businesses (8% yoy). 1 2 3 Trading Profits The Bank generated Rs. 326.07 crores of Trading Profits in Q1FY10, as compared to Rs. 57.31 crores in Q1FY09, a growth of 468.96% yoy. The share of Trading Profits to the Operating Revenue increased from 3.99% in Q1FY09 to 16.27% in Q1FY10. 1 2 3 NPAs and restructured loans Net NPAs, as a proportion of Net Customer Assets, increased to 0.41% as at the end of June 2009 compared to 0.35% as at end March 2009 and was below the level of 0.47% as at end June 2008. Gross NPAs as a proportion of Gross Customer Assets were at 1.01% at end June 2009, compared to 0.96% as at end March 2009 and 0.92% as at end June 2008. The Bank had a provision coverage of 85.88% at the end of June 2009 (as a proportion of Gross NPAs together with accumulated write-offs). If the accumulated write-offs are excluded, provisions held as a proportion of Gross NPAs would constitute 59.89% as at end June 2009. The Bank has restructured loans aggregating Rs. 995.95 crores during the quarter, of which Rs. 182.86 crores were restructured under the CDR mechanism. Of the total loans restructured during the quarter, loans aggregating Rs. 101.71 crores were restructured for a second time in terms of the Reserve Bank of India dispensation. The cumulative value of assets restructured upto 30th June 2009 was Rs. 2,520.10 crores, constituting 2.77% of gross customer assets. The diminution in fair value against the restructured loans during the quarter was Rs. 34 crores and has been provided for.

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The segment-wise break-up of the restructured loans for loans restructured in the quarter is as follows:

Large/MidCorporate SME Capital Market Agriculture

71% 19% 4% 6%

The sector-wise breakup of loans restructured during the quarter is as follows:

Oil & Gas 48% Textiles 17% Real Estate 6% Steel 5% Others 24%

Investment Portfolio

The book value of the Banks investment portfolio as at end June 2009 was Rs. 46,328 crores, of which Rs. 26,859 crores was in government securities while Rs. 19,469 crores was in other investments including corporate bonds, equities, preference shares, mutual funds etc. 91% of the government securities have been classified in the HTM category while 99% of the corporate bond portfolio has been classified in the HFT and AFS categories. The distribution of the investment portfolio in the three categories as well as the modified duration in each category was as follows.

Category Percentage Duration HFT 0.64% 5.7 years

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AFS HTM

41.86% 57.50%

3.5 years 5.6 years

BUSINESS OVERVIEW:
1 Cash Management Services

Under Cash Management Services, the Bank handled a cash remittance throughput of Rs. 2,55,759 crores in Q1FY10 as compared to a throughput of Rs. 3,60,318 crores in Q4FY09 and higher than the throughput of Rs 2,40,102 crores during Q1FY09. The number of CMS clients has grown to 5,089 as at end June 2009. 1 2 3 Placement / Syndication and Project Advisory The Bank maintained its No.1 rank as Debt Arranger as assessed by Prime Database for the year ended March 2009. Further, in the Bloomberg league table for India Domestic Bonds, the Bank has been ranked No.1 for the quarter ended June 2009. The Bank was the arranger of debt aggregating Rs 14,630 crores during Q1FY10 as compared to Rs. 27,206 crores during Q4FY09 and substantially higher than Rs. 7,649 crores in Q1FY09, a growth of 91% yoy. The Bank continues to strengthen its focus on project advisory services. 1 2 3 Retail Business The number of Savings Bank accounts grew from 65.23 lakhs as at end June 2008 to 75.41 lakhs as at end June 2009. 1 2 3 Retail Asset Products: Retail advances grew from Rs. 14,638 crores as at end 4 5 June 2008 to Rs. 16,780 crores as at end June 2009, a growth of 15% yoy. Retail

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Advances accounted for 21% of the total Advances of the Bank as at the end of June 2009. The Bank has set up 64 Retail Asset Centres (RACs) for focussed retail

8 lending. 9 10 Card products: The Bank's International Debit Card issuance has risen to 124 11 lakh debit cards as at end June 2009 as compared to 95 lakh cards as at end June 12 2008. The Bank had over 5,43,000 Credit Cards in force as at end June 2009. The 13 Bank has an installed base of over 1,23,000 Electronic Data Capture (EDC) machines 14 as at end June 2009. 15 16 Wealth Advisory Services and Third Party Products: The Bank offers Wealth 17 Advisory Services and Mohur - Gold Coins and bars - through its select branches, and 18 Personal Investment Products including Mutual Funds, Life Insurance products in 19 association with Metlife India, General Insurance products in association with Bajaj 20 Allianz Insurance and Online trading accounts in association with Geojit Securities. 21 22 International Business The Bank has five international offices branches at Singapore, Hong Kong and Dubai (at the DIFC) and Representative Offices in Shanghai and Dubai - with focus on corporate lending, trade finance, syndication, investment banking, risk management and liability businesses. The total assets under

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overseas operations amounted to US$ 2.18 billion as at end June 2009 as compared to US$ 1.80 billion as at end June 2008, a growth of 21% yoy. 1

Capital & Net Worth:


The Net Worth of the Bank was Rs. 10,282 crores as at end June 2009 as compared to Rs. 8,742 crores as at end June 2008, a growth of 18% yoy. The Capital Adequacy Ratio for the Bank was 15.28%, as at end June 2009, as compared to 13.25% as at end June 2008. The Tier - I capital amounted to 9.39% as at end June 2009 as against 9.93% as at end June 2008.
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Milestones
Mar-08 Dec-07 Sept-07 July-07 July-07 July-07 June-07 May-07 April-07 Mar-07 Mar-07 Mar-07 Mar-07 Axis Bank launches Platinum Credit Card, India's first EMV chip based card Axis Bank gets AAA National Long-Term Rating from Fitch Ratings

Axis Bank ties up with Banque Prive Edmond de Rothschild Europe for Wealth Manageme UTI Bank re-brands itself as Axis Bank UTI Bank successfully raises USD 1050 millionUTI Bank ties up with Tata Motors Ltd. for Car Loans UTI Bank's expansion into Asia supported by FRS

UTI Bank launches 'Spice Rewards' on the bankcards - India's first-ever merchant-supported program UTI Bank opens a Financial Services Category I Branch in the DIFC in Dubai UTI Bank ties up with Hyundai Motor India Ltd. for Car Loans UTI Bank ties up with IIFCL to provide finance for infrastructural projects in the country UTI Bank launches Car Loans in association with Maruti Udyog Ltd UTI Bank opens a Full Licence Bank Branch in Hong Kong

Feb-07 Feb-07 Feb-07 Feb-07 Jan-07 Nov-06 Sep-06 Aug-06 Aug-06 Aug-06 Aug-06 Aug-06 July-06 May-06 May-06 Apr-06 Jan-06 Dec-05 Oct-05 July-05 May-05 Apr-05

Finance Minister Shri P. Chidambaram Launches Shriram - UTI Bank Co - Branded Credit C Exclusively For Small Road Transport Operators (SRTOS) UTI Bank announces the launch of its Meal Card UTI Bank announces the launch of its Gift Card LIC Premium payment now through UTI Bank Branches UTI bank opens Priority Banking branch in Mumbai and Kolkata UTI Bank opens Priority Banking Lounge in Pune

UTI Bank launches operations of UBL Sales, its Sales Subsidiary - Inaugurates its first office Bangalore UTI Bank announces the launch of its Credit Card Business

UTI Bank becomes the first Indian Bank to successfully issue Foreign Currency Hybrid Cap the International Market

UTI Bank Business Gold Debit Card MasterCard Launched - Designed for business related s by SMEs and self employed professionals

UTI Bank announces the scheme of issuance of "Senior Citizen ID Card" in association with Foundation UTI Bank rolls out its 2000th ATM UTI Bank opens Representative Office in Shanghai UTI Bank and LIC join hands to launch an Annuity Card for group pensioners of LIC

UTI Bank ties up with Geojit Financial Services to offer Online Trading service to its custom UTI Bank opens its first international branch in Singapore

UTI Bank and UTI Mutual Fund to launch a new service for sale and redemption of mutual f schemes through the Bank's ATMs across the country

UTI Bank wins International Financing Review (IFR) Asia 'India Bond House' award for the 2005

UTI Bank extends banking services to the rural milk producers in Anand and Kheda districts Gujarat

UTI Bank and Visa International launch Mobile Refill facility - Anytime, Anywhere Pre-Pai Refill for all Visa Cardholders in India UTI Bank and Bajaj Allianz join hands to distribute general insurance products UTI Bank launches Smart Privilege - a special bank account designed for women

Mar-05 Mar-05 Mar-05 Feb-05 Feb-05 Jan-05 Mar-04 Feb-04

MTNL ties up with UTI Bank for payment of telephone bills through the Bank's ATM netwo

UTI Bank gets listed on the London Stock Exchange, raises US$ 239.30 million through Glo Depositary Receipts (GDRs) UTI Bank appointed by Government of Karnataka as the sole banker for the Bangalore One project UTI Bank launches a powerful version of Kisan Credit Card UTI Bank ties up with Remit2India to launch the Remittance Card UTI Bank enables premium payment of LIC policies through its ATMs.

Bilateral arrangement between State Bank of India (and its 7 associate member banks) and U Bank. comes into force with the commencement of operations (as on 3rd February '04) of the combined network of over 4000 ATMs

Feb-04

UTI Bank (by pursuing a proactive strategy of forging bilateral agreements and being a prog player in the multi-lateral consortiums for shared ATM network) offers its customers access 7000 ATMs across the country - the largest to be offered by any bank in India so far.

Dec-03 Sep-03 Sep-03 Aug-03 Aug-03 May-03 Mar-03 Mar-03 Mar-03 Mar-03 Mar-03 Mar-03 Mar-03

Bank inaugurated its ATM at Thegu near the Nathula Pass in Sikkim. This ATM is at the hig altitude in India. The Bank's ATMs across the country crosses the thousand mark Bank launches the Travel Currency Card. The Bank's Debit Card crosses the one million mark. Total Advances cross Rs 7,000 Crore. Bank declares a net profit of Rs 192.18 crores for FY03, a growth of 43% over the previous

Bank signs Agreement with Employees Provident Fund Organization (EPFO) for disburseme Pension Bank crosses the 800 ATM mark

The Bank issues 3,83,62,834 fully paid up equity shares totaling to Rs. 164.00 crores, throug Preferential offer to Life Insurance Corporation of India (now constituting 13.54% of

the Bank's expanded equity), Citicorp Banking Corporation, Bahrain (holding 3.84%), Chrys I, LLC, Mauritius (holding 3.84%) and Karur Vysya Bank Ltd.(constituting 1.00%) The Bank Increases the authorised share capital of the Bank from Rs. 230 crores to Rs. 300 crores.

Feb-03 Feb-03 Oct-02 Aug-02 Apr-02 Mar-02 Jan-02 Jan-02 Dec-01 Nov-01 Sep-01 Aug-01 July-01 Dec-00 Oct-00 July-00 July-00 Apr-00 Apr-00 Mar-00 Feb-00 Jan-00 Sep-99

Bank, in a pioneering move, launches the AT PAR Cheque facility, free of cost, for all its Sa Bank customers.

Bank wins mandate to set up 14 ATMs at the Western Railway stations along the Mumbai di Bank launches Corporate iConnect? - the Internet Banking facility for Corporates

Bank signs MoU with BSNL regarding bill collection services across the country through bo and offline channels. Bank opens its 500th ATM Deposits Cross Rs.12, 000 Crore The Bank's 100th branch opens at Tuticorin,Tamilnadu The Bank opens an ATM at the Gol Dak-Khana, i.e. the New Delhi GPO, making it the first of a commercial bank setting up an ATM at any post-office in the country. Total Advances cross Rs 5,000 Crore The deposit base for the Bank crosses Rs. 10,000 Crore

Private placement of 26% stake in the Bank to CDC Capital Partners. UTI holding reduces to

Bank signs MoU with India Post for introducing value added financial products and services customers of both organizations, including setting up of UTI Bank ATMs in post offices. Bank ties up with Govt of Andhra Pradesh for collection of commercial tax

Bank opens its 200th ATM. It becomes the 2nd largest ATM network in the country, a positi even today. Bank becomes fully networked E-commerce initiatives announced Financial Advisory Services offered beginning with marketing of US 64

UTI Bank calls off its proposed merger with Global Trust Bank and surges ahead on its own

Bank launches its Internet banking module, iConnect Retail loans introduced for the first tim Bank Profits cross Rs 50 crore mark for the first time. Bank adopts Finacle software from Infosys for core banking Dr.P.J Nayak takes over as Chairman and Managing Director from Shri Supriya Gupta. Cash management services (CMS) launched, Co branded credit card launched

Mar-99 Sep-98 Jun-96 Mar-95 Apr-94 Dec-93 Dec-93

Deposits cross Rs.3000 crores

UTI Bank goes public with a Rs. 71 crore public issue; Issue over-subscribed 1.2 times, over retail investors. UTI holding reduces to 60.85% Crosses Rs.1000 crore deposit mark Completes first profitable year in operation

First branch of UTI Bank inaugurated at Ahmedabad by Dr. Manmohan Singh, Hon'ble Fina Minister, Government of India. UTI Bank comes into being Registered office at Ahmedabad; Head office at Mumbai

Challenges Ahead

(i) Improving profitability: The most direct result of the banking reforms is increasing competition and narrowing of spreads and its impact on the profitability of banks. The challenge for banks is how to manage with thinning margins while at the same time working to improve productivity which remains low in relation to global standards. This is particularly important because with dilution in banks equity, analysts and shareholders now closely track their performance. Thus, with falling spreads, rising provision for NPAs and falling interest rates, greater attention will need to be paid to reducing transaction costs. This will require tremendous efforts in the area of technology and for banks to build capabilities to handle much bigger volumes.

(ii) Reinforcing technology: Technology has thus become a strategic and integral part of banking, driving banks to acquire and implement world class systems that enable them to provide products and services in large volumes at a competitive cost with better risk

management practices. The pressure to undertake extensive computerization is very real as banks that adopt the latest in technology have an edge over others. Customers have become very demanding and banks have to deliver customized products through multiple channels, allowing customers access to the bank round the clock.

(iii) Risk management: The deregulated environment brings in its wake risks along with profitable opportunities, and technology plays a crucial role in managing these risks. In addition to being exposed to credit risk, market risk and operational risk, the business of banks would be susceptible to country risk, which will be heightened as controls on the movement of capital are eased. In this context, banks are upgrading their credit assessment and risk management skills and retraining staff, developing a cadre of specialists and introducing technology driven management information systems.

(iv) Sharpening skills: The far-reaching changes in the banking and financial sector entail a fundamental shift in the set of skills required in banking. To meet increased competition and manage risks, the demand for specialized banking functions, using IT as a competitive tool is set to go up. Special skills in retail banking, treasury, risk management, foreign exchange, development banking, etc., will need to be carefully nurtured and built. Thus, the twin pillars of the banking sector i.e. human resources and IT will have to be strengthened.

(v) Greater customer orientation: In todays competitive environment, banks will have to strive to attract and retain customers by introducing innovative products, enhancing the

quality of customer service and marketing a variety of products through diverse channels targeted at specific customer groups.

(vi) Corporate governance: Besides using their strengths and strategic initiatives for creating shareholder value, banks have to be conscious of their responsibilities towards corporate governance. Financial liberalization, as the ownership of banks gets broad based, the importance of institutional and individual shareholders will increase. In such a scenario, banks will need to put in place a code for corporate governance for benefiting all stakeholders of a corporate entity.

(vii) International standards: Introducing internationally followed best practices and observing universally acceptable standards and codes is necessary for strengthening the domestic financial architecture. This includes best practices in the area of corporate governance along with full transparency in disclosures. In todays globalize world, focusing on the observance of standards will help smooth integration with world financial

Chapter II
Objective & Methodology
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significance of the study This project work will help the employee as well as managers of Axis Bank to make decisions regarding Customers after the name changed. They will clearly understand about the mind set of the customers and their expectations about branding. The project work will help the management level of Axis Bank for organizing their product, service and facilities. The employees can cross sell through generating reference from customers. It will help the manager to knowing the needs in terms of customer liking towards the Bank service.

This project work will help me to find out the target customers, all about target segments, their age, family income as well as generating references from the customers. As a sales person of Axis Bank, it will help me a lot.

Research Objectives

To find out the level of customer awareness about the name change in name from UTI Bank to Axis Bank. To find out the source of customer awareness. To find out the perception before and after change of nameUTI Bank to Axis Bank.

To measuring the level of awareness of customers after the branding of Axis Bank.

To measure the Impact of Branding upon customers and their perception about the name changed.

Scope and Plan of the Study

This project will help me to understand the consumer awareness level of customers regarding the name change from UTI Bank to Axis Bank. This project work will also be helpful to understand the relative variable which affects the companys brand awareness among the customers. The growth in the Indian Banking Industry has been more qualitative than quantitative and it is expected to remain the same in the coming years. Based on the projections made in the "India Vision 2020" prepared by the Planning Commission and the Draft 10th Plan,

the report forecasts that the pace of expansion in the balance-sheets of banks is likely to decelerate. The total asset of all scheduled commercial banks by end-March 2010 is estimated at Rs 40,90,000 crores. That will comprise about 65 per cent of GDP at current market prices as compared to 67 per cent in 2002-03. Bank assets are expected to grow at an annual composite rate of 13.4 per cent during the rest of the decade as against the growth rate of 16.7 per cent that existed between 1994-95 and 2002-03. It is expected that there will be large additions to the capital base and reserves on the liability side.

This project has future scope for me as I am working with Axis Bank. This project helps me to understand the consumer awareness level of customers regarding the name change from UTI Bank to Axis Bank. This project work is also helpful to understand the relative variable which affects the companys brand awareness among the customers.

Methodology

Flowchart of the Project Work

Start

Setting the objectives

Collection of Secondary Data & Literature Review

Sampling size & Data Collection

Input & Coding responses

Conclusion & Findings

End

Research Design The research done by me is an exploratory research.

Data Collection Method The methods used for collected primary data are 1. Questionnaire 2. Interviews

Sampling The data collected at a random basis from respondents. All the respondents are customers of Axis Bank Ltd.

Sample size The sample size of respondents is 100.

Contact Method The respondents are met by face to face at branch location of Axis Bank. Some of the respondents are interviewed by me on telephone at their convenience time.

Chapter III
Literature Review
Related Studies;
1. Colorado National Bank Celebrates Name Change to U.S. Bank
DENVER--(BUSINESS WIRE)--March 30, 1998--Today Colorado National Bank celebrated its name change to U.S. Bank. The new name will unify the entire organization under a single identity and create better customer recognition

-- How does this change affect customers?

For customers it will be business as usual. They can continue to use existing checks, credit cards and other items with the First Bank/Colorado National Bank name. As these items are replaced or reordered they will reflect the U.S. Bank name. In addition to being a seamless transition, customers will also reap many benefits from the changes. With one

unified name and logo, customers will be able to more easily recognize us in all of the 17 states we now serve. They will also have access to more than 1,000 branches and nearly 3,000 ATMs. In addition, U.S. Bank offers benefits such as 24-hour banking through PC Banking and telephone banking.

(NAME CHANGE Q&A in 2000) www.findarticles.com

2. First Financial Bankshares Announces Name Change for Hereford State Bank
PowerRating -- First Financial Bankshares, Inc. (Nasdaq: FFIN | Quote | Chart | News | PowerRating) announced in 1998 that its subsidiary bank, Hereford State Bank in Hereford, Texas, is changing its name to First Financial Bank, to better benefit from the Company's growing brand identity. The name change is subject to final regulatory approval in June

SOURCE First Financial Bankshares, Inc. http://www.ffin.com

result

The Company is listed on The NASDAQ Global Select Market under the trading symbol FFIN. For more information about First Financial Bankshares, please visit our Web site at http://www.ffin.com. (By Williams in 1999)

3. Ohio Savings Bank to Change Name to Amtrust Bank


Cleveland, OH (PRWeb) April 25, 2007 -- Effective April 23, Ohio Savings Bank will change its name to AmTrust Bank. The name change is not the result of a sale, or the purchase of another bank, or a merger. No locations have changed, nor have people or practices or values. The bank will simply change its name. How this change affect the customers? In terms of direct impact to our Ohio customers, it will be business as usual. Account numbers, checks, ATM, debit and credit cards, online banking access, loan payments, etc., all will remain the same," said Jeremy Goldberg, senior vice president of retail banking. "Along with the name change, customers will notice a change in our branch interiors, which are being updated to better convey our extensive product line -and superior customer service." (BY : David Johns in 2008 ) http://www.amtrustdirect.com/

4. Sanwa Bank Undergoing Name Change.(merger with Tokai Bank will create United California Bank) July 2, 2001| DOUGHERTY, CONOR
Though his title remains the same, as of July 2, when Sanwa Bank California and Tokai Bank of California merge, Tamakoshi's new card will say United California

Bank.

Customers frown and bear bank's third name in a year.

A year after going through one name change, customers of the former Sanwa Bank California and Tokai Bank of California are about to endure another rebranding.

This week, Bank of the West will kick off a multimillion-dollar ad campaign that will put to rest the year-old United California Bank name -- itself the spawn of last year's merger between Sanwa and Tokai.

"We're calling them one thing and then the next week they're called another, and they say 'Here are our new business cards but they won't be good for long because we're .

(BY Kavin in 2003) www.encyclopedia.com

`5. EON Bank name change on the cards The bank will re-look the name change issue in the second quarter of next year in line with its aspiration to be a lender that offers innovative products and services

The Indian Banking industry, which is governed by the Banking Regulation Act of India, 1949, can be broadly classified into two major categories, non-scheduled banks and scheduled banks. Scheduled banks comprise commercial banks and the co-operative banks. In terms of ownership, commercial banks can be further grouped into nationalized banks, the State Bank of India and its group banks, regional rural banks and private sector banks. These banks have over 67,000 branches spread across the country.

The first phase of financial reforms resulted in the nationalization of 14 major banks in 1969 and resulted in a shift from Class banking to Mass banking. This in turn resulted in a significant growth in the geographical coverage of banks. Every bank had to earmark a minimum percentage of their loan portfolio to sectors identified as priority sectors. The next wave of reforms saw the nationalization of 6 more commercial banks in 1980.

After the second phase of financial sector reforms and liberalization of the sector in the early nineties, the Public Sector Banks (PSB)s found it extremely difficult to compete with the new private sector banks and the foreign banks. The new private sector banks first made their appearance after the guidelines permitting them were issued in January 1993. Eight new private sector banks are presently in operation. These banks due to their late start have access to state-of-the-art technology, which in turn helps them to save on manpower costs and provide better services.

During the year 2000, the State Bank Of India (SBI) and its 7 associates accounted for a 25 percent share in deposits and 28.1 percent share in credit. The 20 nationalized banks accounted for 53.2 percent of the deposits and 47.5 percent of credit during the same period. The share of foreign banks (numbering 42), regional rural banks and other scheduled commercial banks accounted for 5.7 percent, 3.9 percent and 12.2 percent respectively in deposits and 8.41 percent, 3.14 percent and 12.85 percent respectively in credit during the year 2000.

Financial sector reforms were initiated as part of overall economic reforms in the country and wide ranging reforms covering industry, trade, taxation, external sector, banking and financial markets have been carried out since 1991. A decade of economic and financial sector reforms has strengthened the fundamentals of the Indian economy and transformed the operating environment for banks and financial institutions in the country. The sustained and gradual pace of reforms has helped avoid any crisis and has actually fuelled growth. GDP growth in the last 10 years after reforms i.e. 1992-93 to 2001-02 averaged 6.0% against 5.8% recorded during 1980-81 to 1989-90 in the pre-reform period.

The most significant achievement of the financial sector reforms has been the marked improvement in the financial health of commercial banks in terms of capital adequacy, profitability, asset quality and also greater attention to risk management. Further, deregulation has opened up new opportunities for banks to increase revenues by

RBI Annual Report 2001-02.

diversifying into investment banking, insurance, credit cards, depository services, mortgage financing, securitization, etc. At the same time, liberalization has brought greater competition among banks, both domestic and foreign, as well as competition from mutual funds, NBFCs, post office, etc. Post-WTO, competition will only get intensified. Increasing competition is squeezing profitability and forcing banks to work efficiently on shrinking spreads. Positive fallout of competition is the greater choice available to consumers, and the increased level of sophistication and technology in banks. As banks benchmark themselves against global standards, there has been a marked increase in disclosures and transparency in bank balance sheets as also greater focus on corporate governance.

Major Reform Initiatives

Some of the major reform initiatives in the last decade that have changed the face of the Indian banking and financial sector are:

Interest rate deregulation. Interest rates on deposits and lending have been deregulated with banks enjoying greater freedom to determine their rates.

Adoption of prudential norms in terms of capital adequacy, asset classification, income recognition, provisioning, exposure limits, investment fluctuation reserve, etc.

Reduction in pre-emption lowering of reserve requirements (SLR and CRR),

Government equity in banks has been reduced and strong banks have been allowed to access the capital market for raising additional capital.

Banks now enjoy greater operational freedom in terms of opening and swapping of branches, and banks with a good track record of profitability have greater flexibility in recruitment.

New private sector banks have been set up and foreign banks permitted to expand their operations in India including through subsidiaries. Banks have also been allowed to set up Offshore Banking Units in Special Economic Zones.

New areas have been opened up for bank financing, insurance, credit cards, infrastructure financing, leasing, gold banking, besides of course investment banking, asset management, factoring, etc.

New instruments have been introduced for greater flexibility and better risk management: e.g. interest rate swaps, forward rate agreements, cross currency forward contracts, forward cover to hedge inflows under foreign direct investment, liquidity adjustment facility for meeting day-to-day liquidity mismatch.

Several new institutions have been set up including the National Securities Depositories Ltd., Central Depositories Services Ltd., Clearing Corporation of India Ltd., Credit Information Bureau India Ltd. Limits for investment in overseas markets by banks, mutual funds and corporate have been liberalized. The overseas investment limit for corporates has been raised to 100% of net worth and the ceiling of $100 million on prepayment of external commercial borrowings has been removed. MFs and corporates can now undertake FRAs with banks. Indians allowed maintaining resident foreign currency (domestic) accounts. Full convertibility for deposit schemes of NRIs introduced.

Universal Banking has been introduced. Banks permitted to diversify into long-term finance and DFIs into working capital, guidelines have been put in place for the evolution of universal banks in an orderly fashion.

Technology infrastructure for the payments and settlement system in the country has been strengthened with electronic funds transfer, Centralized Funds Management System, Structured Financial Messaging Solution, Negotiated Dealing System and move towards Real Time Gross Settlement.

Adoption of global standards. Prudential norms for capital adequacy, asset classification, income recognition and provisioning are now close to global standards. RBI has introduced Risk Based Supervision of banks (against the traditional transaction

based approach). Best international practices in accounting systems, corporate governance, payment and settlement systems, etc. are being adopted.

Credit delivery mechanism has been reinforced to increase the flow of credit to priority sectors through focus on micro credit and Self Help Groups. The definition of priority sector has been widened to include food processing and cold storage, software up to Rs 1 crore, housing above Rs 10 lakh, selected lending through NBFCs, etc.

RBI guidelines have been issued for putting in place risk management systems in banks. Risk Management Committees in banks address credit risk, market risk and operational risk. Banks have specialized committees to measure and monitor various risks and have been upgrading their risk management skills and systems.

The limit for foreign direct investment in private banks has been increased from 49% to 74% and the 10% cap on voting rights has been removed. In addition, the limit for foreign institutional investment in private banks is 49%.

The age distributions of respondents are major from male which is 83%. And 17% respondents are female.

90 80 70 60 50 40 30 20 10 0 Male Female 17 83

Table 4: Age wise distribution of respondents

The below table shows that respondents which are chosen for this project are 67% married and 33% unmarried. Means there is big opportunity for tapped for his or her family members.

80 70 60 50 40 30 20 10 0 Single Married 33 67

Table 5: Marital status wise distribution of respondents The major respondents are from private sector employee which is 48%. The next major employment category is Businessman which is 24%. 9% of the respondents are self-

employed and 8% are Govt. employee. Student group holds only 7% among respondents and 3% respondents are retired. The lowest, 1% respondents are from housewife.
60 50 40 30 20 10 0
tu de nt

48 24 7
pl oy ee

8
pl oy ee pl oy ed

9
w if e

1
R et ire d H ou se

3
es sm B us in
29 Profesional Qualication

.E

vt .E

G ov t

Table 6: Employment status wise distribution of respondents 58% of the major are graduate respondents. 29% respondents holds professional qualification and 13% respondents are under graduate.
70 60 50 40 30 20 10 0 Under Graduate Graduate 13 58

Table 7: Qualification status wise distribution of respondents The name change is communicating among respondents major from advertising. 65% respondents are watching TV and they heard the name change from TV commercial. The

el f-

Em

an

bank also initiate his own channel of communication and from which 17% respondents directly knows about the name change from banks directly by bank letter and mails. 9% of the respondents are heard from the bank employee about the name change of the bank. And another 9% respondents are heard from their friend and others.
70 60 50 40 30 20 10
tio n

65

17
pl oy ee rt is in g

9
F rie n ds

7
ot he rs . A ny

dv e

un ic a

om

Table 8: Channel of Communication wise distribution of respondents

The major respondents are maintaining their savings a/c with Axis bank. The percentage of saving a/c maintaining by respondents is 49%. Private sector employee is also maintaining their salary a/c with Axis Bank which is 22%. 10% of the respondents are maintaining fixed deposits and saving a/c jointly with the bank. 17% of respondents are directly in business maintaining their current a/c with the bank.

an k

an k

60 50 40 30 49 20 10 10 0 Savings Fixed Deposits Current Salary 17 22 2 Any others

Table 9: Types of A/c wise distribution of respondents The respondents maintain another bank a/c with ICICI Bank. The percentage of ICICI Bank a/c holder is 31%.Among100 respondents, 21% respondents holding another bank a/c with SBI and 11% with HDFC Bank. The respondents also maintain a/c with IDBI which is 10%. Another 22% respondents maintains their a/c in PNB, ABN AMRO, SYNDICATE, CITI, KOTAK and HSBC Bank.
35 30 25 20 15 10 5 0
IC IC I R O F C N B B I S H D M P A

31 21 11 6 4
E I T C IT

2
D IC A

7
T A K

5
ID B

10 3
H S B C I

B N

Y N

Table 10: Other Bank A/c wise distribution of respondents

53% of the respondents also having their family member a/c with Axis bank that represent that it is recommended by other family members. 47% respondents family members a/c dont have any a/c with Axis Bank.
54 53 52 51 50 49 48 47 46 45 44 Yes No 47 53

Table 11: Family members a/c in Axis Bank of the respondents

Major 44% respondents think that name change is good for the Bank as well as customers. The respondents are also thinks that name change is good for Bank which is 29% but 27% respondents thinks it is good for customers.

50 45 40 35 30 25 20 15 10 5 0 Bank Customers Both 29 27 44

Table 12: Change is good for- distribution of respondents The product offered by Axis bank was good before name change. 42% respondent thinks that product of Axis bank was good and 6% thinks that it was excellent. 4% of the respondents choose it was very poor before the name change. Other respondent thinks it was poor and average at their perception regarding product offered of Axis bank before branding 25% and 20% respectively. After the name change of Axis bank the respondent thinks it is as good as before they perceive. Axis Bank product is not very poor replied by all respondents. But most of them think the product is improved with the name change and 32% of the respondents think it is excellent. Before branding the response for Axis product was total 45% for average and poor but after branding it reduces to 25%. This means the consumers thinks the overall product offered by Axis bank after name change is good.

45 40 35 30 25 20 15 10 5 0 Excellent 12 6

42 37 28 23

25 18

Before name change After name change

5 4 Good Average Poor Very Poor

Table 13: Product offered wise responses before & after name changed.

The Service level perceived by respondents was good before the name change of Axis Bank. The respondents think its service level as excellent is only 6% and as very poor are 7%. 39% respondents perceive the service level before branding was good and perceived as average was 32%.

But after the name change of Axis Bank, the perception about bank service is increased and its responds as excellent is 30%. No one is perceived its service as very poor after the name change. The overall impact of branding is good for Axis Bank regarding the services they offered

50 45 40 35 30 25 20 15 10 5 0 Excellent Good Average Poor 6 6 20 16 7 0 Very Poor 30 44 39 32 Before name change After name change

Table 14: Service offered wise responses before & after name changed.

Helpfulness of employees increases at a higher rate with name change of Axis bank. Before branding the percentage of respondents who thinks it as excellent was 20% but after the name changed its increases at 29%. 26% respondents think the helpfulness of employees is good but after branding it increase at a higher rate and goes to 37%.

In opposite side, the helpfulness of employees was average at 31% but after name change it decrease at 19%. Perception regarding helpfulness of employees was poor with a percentage of 19 but after name change it reduces at 14%. Among the respondents 4% was thought that helpfulness of employees is very poor but after name changed it almost goes down at only 1%. The overall perception regarding helpfulness of employees after name change is very good.

40 35 30 25 20 15 10 5 0 Excellent Good Average Poor 4 1 Very Poor 20 29 26 Before name change 19 19 14 After name change 37 31

Table 15: Helpfulness of Employees wise responses before & after name changed.

The perception regarding cleanliness of facilities was 5% before branding but after the name change it increase to 29%. Also the perception of cleanliness was 33% good and after name change it goes to 42%. Respondents rate the cleanliness of facilities on an average of 36% before name change but after branding it reduces at a percentage of 22.

On other hand, the perception regarding cleanliness of facilities is poor for only 7% respondents. Where as it was 17% before the name changed. And after the name change no one is thinking about very poor cleanliness of facilities but before branding the percentage was 3. The overall cleanliness facilities are increased with the change of the name from UTI to Axis Bank.

45 40 35 30 25 20 15 10 5 0 Excellent 5 29

42 39

36

22 17 7 3 0 Very Poor

Before name change After name change

Good

Average

Poor

Table 16: Cleanliness of facilities wise responses before & after name changed.
From the below table we can easily understood that the charges of various services is now better after name change from UTI to Axis Bank. When before the branding 7% respondents thinks it is excellent but after name change it goes up to 23%. The

perception is good regarding service charge was 24% before name changed and after name change it goes to 39%.

Where as the perception regarding charge of various services is average for both situations only a difference of 1% decrease after branding. Only 7% respondents think that the service charge of Axis Bank after name change is poor and very poor. But previously the percentage was 37% who thinks that the service charge was poor and very poor.

45 40 35 30 25 20 15 10 5 0 Excellent Good Average 7 3 Poor 8 4 Very Poor 23 24 39 32 31 29 Before name change After name change

Table 16: Charges of various services wise responses before & after name changed.

The bank location visibility was good perceived by respondents and it slide change with the change of its name from UTI Bank to Axis Bank. 4% respondents thinks that the bank location visibility was excellent but after branding the perception rate increase to 27%. The perception regarding bank location visibility is good by 44% respondents before branding and 42% respondents after branding. Where as the bank location perceived is average by 44% and 42% respondents respectively for before and after change in Bank names. Before name change, the bank location perceived is poor by 21% but after that it completely changes to a percentage of 5 only. Those 2% are thinking the bank location as very poor is still at the same percentage after change in names of UTI Bank to Axis Bank.

50 45 40 35 30 25 20 15 10 5 0 Excellent Good Average Poor 4 5 2 1 Very Poor 27 29 25 21 Before name change After name change 44 42

Table 17: Bank location visibility wise responses before & after name changed.

After the name change of UTI Bank to Axis Bank, the branch ambience is totally changes and the experiences by respondents are different from the before situation. When the Bank was UTI only 14% respondent think the Branch ambience was excellent but after branding it totally changes and it grows to 36% (increased more than 2.5 times). But the perception is good about bank location was 30% and after name changes it is 32%.

The respondents are respond 6% on poor ambience of branch after the name changed but the same was respond 14% before the name change took place. Where as, there is nil response of very poor of ambience of branch after name change and before name change the percentage for very poor response was 5.

40 35 30 25 20 15 10 5 0 Excellent Good Average Poor 6 5 0 Very Poor 14 14 36 32 30 26 Before name change After name change 36

Table 18: Ambience of Branch wise responses before & after name changed.
The following graph showed the response of Telephone Banking Facility of Axis Bank before its name change and after its name change. It is clearly understood by graph that the telephone banking facility is improved a lot after its name change from UTI Bank to Axis Bank. The rating for excellent was 5% before name change and now it after the name change the percentage is 18.The response for good telephone banking services was only 38% where as it also increased to 51%.

When the response for telephone banking facilities is average at 29% before the name change that goes down to 20%. And also, the responses for poor telephone banking facilities decreases to 9% but the past response was 22 percent. The telephone banking

facilities was very poor, respond by 6% before the name change of Axis Bank but it goes to 2% after name change.

60 50 40 30 20 10 5 0 Excellent Good Average Poor 18 51 38 29 20 22 9 Before name change After name change

6 2 Very Poor

Table 19: Telephone Banking Facility wise responses before & after name changed.

Like Telephone Banking Facility, the Internet Banking Facility is also improved for the overall time period. The 12% responses for excellent Internet Banking Facility before the name change. But they respond 27% for excellent after the name changed of Axis Bank from UTI Bank. 37% responses for good Internet Banking facility before the name change where as 49% respond after name change.

The percentage of average Internet Banking Facility by respondents before name change was 28 and after name change, it falls at 20%. The past condition for Internet banking facility was poor and very poor respondents 23% jointly. But after name change no one is respond the Internet Banking Facility as very poor services.

60 50 40 30 20 10 0 Excellent Good Average 12 4 Poor 5 0 Very Poor 27 49 37 Before name change 28 20 18 After name change

Table 20: Internet Banking Facility wise responses before & after name changed.

With the change of the name of Bank, Grievance redressed system is also improved as well. Axis Banks grievance redressed system response 4% very poor by the respondents before name change of Axis Bank. The respondents also response it nil for grievance redressed system after the name change. 21% respondents are agreeing that the grievance redressed system was poor but after name change the percentage goes to 3% only. The response for average grievance redressed system after name change is 22% compare to 36% before the name change.

47% response for good grievance as well as 28% response for excellent after name change but the percentage was 32 and 28 respectively before the name changes.

50 45 40 35 30 25 20 15 10 5 0 Excellent 7 28

47 36 32 Before name change 22 21 After name change

3 Good Average Poor

4 0 Very Poor

Table 21: Grievance Redressed System wise responses before & after name changed.

Chapter IV: Findings and Conclusions

1. The target customer of Axis Bank is mainly resided at south Delhi and part of west & north Delhi.

2. The age group of target customer is 20yrs to 30 yrs and 31yrs 40 yrs.

3. The income level of target customers are from 21k to 30k with in a month. The next groups of target customers are from 20k to 30k per month.

4. Most of the customers are male and working in private sector.

5. The major customers of Axis Bank are married.

6. Most of the customers are related with private sector jobs and next 27% are from business.

7. The major customers of Axis Bank are Graduate.

8. The most reached medium is advertisement though which 65% are aware about the name changed.

9. Most of the customers holding their savings a/c with Axis Bank. The next category is salary a/c maintained by private employees.

10. 53% of respondents having their family members a/c with this Bank.

11. The respondents have a strong brand awareness about Axis Bank. They have correctly identified Axis Bank logo in the questionnaire. Even they know when the name change took place.

All the respondents are highly aware about the name change of UTI Bank to Axis Bank. They are also know about the time when the name change and also the new logo of Axis Bank. It shows the awareness level is very high regarding customer awareness of Axis Bank. The overall featured of Axis Bank is positive towards branding except the product offered and Bank location visibility. Customers are taken the positive way towards the name change from UTI Bank to Axis Bank.

Chapter VI: Application and significance of the study This project work will help the employee as well as managers of Axis Bank to make decisions regarding Customers after the name changed. They will clearly understand about the mind set of the customers and their expectations about branding. The project work will help the management level of Axis Bank for organizing their product, service and facilities. The employees can cross sell through generating reference from customers. It will help the manager to knowing the needs in terms of customer liking towards the Bank service.

This project work will help me to find out the target customers, all about target segments, their age, family income as well as generating references from the customers. As a sales person of Axis Bank, it will help me a lot.

References

Internet:
1. www.google.com 2. www.financialexpress.com 3. www.axisbank.com

Newspaper: 1. Business Standard 2. The Hindu

Annexure
Questionnaire used for survey Name:...Mobile Address:E-Mail ID. You live in : a)North Delhi b)South Delhi c)East Delhi f)NOIDA i)Others. Your Age: a)Below 20yrs Citizen Income (pm): a)Below 10k Gender: a)Male b)10k-20k c)21k-30k d)31k-40k e)Above 41k b)Married d)Selfb)20-30yrs c)31-40yrs d)41-50yrs e)51-60yrs f)Senior g)Faridabad d)West Delhi e)Ghaziabad

h)Gurgaon

b)Female

Martial Status: a)Single c)Pvt. Employee

Employment: a)Student Employed

b)Govt. Employee

e)Housewife f)Retired Your Education: a)Not Graduate qualification

g)Businessman b)Graduate or higher degree c)Professional

1. Are you aware of the change in name from UTI to Axis Bank? 2. If yes, then through? a)Advertisement c)Bank Employee d)Friends

Yes /No

b)Bank Communication d)Any other.. Yes / No

3. Do you have any account with UTI Bank? 4. If yes, what kind of a/c it is?

a)Savings

b)Fixed Deposit

c)Current d)Salary

e)Any

other. 5. You have other A/c with a)b)....c)..... ... 6. Do your family members have a bank a/c with Axis Bank? 7. You think the name change is good for the a)Bank c)Both 8. Base on your past & current perceptions as regards Axis Bank, Please rate your evaluation what you thought of its various aspects before its name changed and what you think/perceive now. Yes / No

b)Customers

(Please circle your selected option as regard earlier perception and current views) E-Excellent, G-Good, A-Average, P-Poor, VP-Very Poor Before Name Change a) Product offered b) Service Level c) Helpfulness of Employee d) Cleanliness of facilities E E E E G A G A G A G A G A G A G A G A P P P P P P P P VP VP VP VP VP VP VP VP After Name Change E E E E E E E E G A G A G A G A G A G A G A G A P P P P P P P P VP VP VP VP VP VP VP VP

e) Charges of various services E f) Bank Location visibility g) Ambience of Branch E E

h) Telephone Banking Facility E

i) Internet Banking Facility

G A G A

P P

VP VP

E E

G A G A

P P

VP VP

j) Grievance Redressed System E

9. When did you really realize that the UTI Bank had changed its name to Axis Bank? a)2006 b)2007 c)2008

10. What is the logo of Axis Bank?

a)

b)

c)

d)

Sample of Coding Sheet


Live in 1=North Delhi 2=South Delhi 3=East Delhi 4=West Delhi 5=Gzd 6=Noida 7=faridabad 8=Gurgaon 9=Others 6 5 2 8 4 9 1 1 4 7 4 9 5 4 2 2 2 8 2 1 2 2 5 2 4 5 3 2 3 4 3 2 1

Questionnaire No# 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33

Age 1=Below20yrs 2=20-30yrs 3=31-40yrs 4=41-50yrs 5=51-60yrs 6=senior citizen 2 2 2 2 4 4 2 3 3 6 6 3 3 4 2 3 1 3 1 2 2 2 2 2 2 2 3 4 2 4 2 3 2

Income 1=Below 10k 2=10k-20k 3=21k-30k 4=31k-40k 5=Above 41k 3 2 2 3 4 4 1 4 3 3 5 3 3 3 1 3 1 3 1 1 2 3 3 2 2 3 2 3 3 4 2 2 2

Gender 1=Male 2=Female 1 1 1 2 1 1 1 1 1 1 1 1 2 1 1 1 2 1 2 2 1 1 1 2 1 1 1 1 1 1 2 2 1

Marital Status 1=Single 2=Married 1 1 2 1 2 2 1 2 2 2 2 2 2 2 1 1 1 2 1 1 1 1 2 2 1 1 2 2 2 2 2 2 2

Employment 1=Student 2=Govt. emp 3=Pvt.emp 4=Self-emp 5=Housewife 6=Retired 7=Businessman 3 3 3 3 7 4 3 4 3 6 7 3 4 4 1 3 1 3 1 1 1 3 3 3 3 3 3 3 7 7 7 2 7 3 3

Education 1=Not Graduate 2=Graduate 3=Professional qualification 3 2 2 3 1 3 1 3 2 2 3 2 3 3 2 3 1 2 1 2 3 3 2 2 3 2 1 2 2 2 2 2 1 2 2

Qno.1 Aware of Name change 1=Yes 2=No 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Qno. 2 1=Advertising 2=Bank Communication 3=Bank Employee 4=Friends 5=Any others. 4 1 3 1 2 1 5 2 1 2 1 3 1 1 1 2 1 1 4 1 2 1 2 1 1 1 3 1 1*3 2 2 1 1*4 2 1

Qno.3 Have any a/c in UTI bank? 1=Yes 2=No 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Qno. 4 1=Savings 2=Fixed Deposits 3=Current A/c 4=Salary 5=Any Others 4 4 1 1 1 3 4 3 4 1*2 1*3 4 1 1*2 1 4 1 1 1 1*2 1 4 3 1 1 4 1*2 3*4 3 3 3 1*2 1*3 4 1

Qno. 5 1=ICICI 2=SBI 3=HDFC 4=PNB 5=ABN 6=Syndicate 7=Central 8=citi 9=Kotak 10=IDBI, 11HSBC, 12Dena

Qno.6 Family members a/c with axis bank 1=Yes 2=No

Qno. 7 1=Bank 2=Custom ers 3=Both

Qno 8A1 1=Excellent 2=Good 3=Average 4=Poor 5=Very Poor

Qno 8B1 1=Excellent 2=Good 3=Average 4=Poor 5=Very Poor

Qno 8C1 1=Excellen t 2=Good 3=Average 4=Poor 5=Very Poor

Qno 8D1 1=Excellent 2=Good 3=Average 4=Poor 5=Very Poor

6 2 1 8*10 4 3 2 10 10 2 3*11 2 5 1 3 4 6 1 2 3 1*3*4 1*5*6 1*7 8 1 1*2*9 1*3 2*3 1*3 1 1*5 1 9 6 10 Qno 8E1 1=Excellent 2=Good 3=Average 4=Poor 5=Very Poor 4 5 5 2 3 4 3 3 3

1 1 1 2 2 1 1 1 1 1 2 1 1 2 2 2 2 1 2 1 2 2 2 2 2 1 1 2 2 1 1 1 1 2 2 Qno 8F1 1=Excellent 2=Good 3=Average 4=Poor 5=Very Poor 4 3 4 3 2 3 2 2 3

3 2 3 3 1 2 3 3 3 2 2 3 3 2 1 1 3 2 3 3 1 3 1 3 3 2 3 3 3 2 3 2 3 3 3 Qno 8G1 1=Excelle nt 2=Good 3=Average 4=Poor 5=Very Poor 3 2 4 3 3 3 2 1 3

2 2 2 3 3 2 4 2 2 2 2 4 2 2 4 4 2 3 3 2 2 3 1 2 3 3 4 4 2 4 2 2 5 5 4 Qno 8H1 1=Excellent 2=Good 3=Average 4=Poor 5=Very Poor 3 3 2 2 3 2 3 2 2

3 2 3 2 3 3 4 2 2 2 2 3 2 2 4 4 5 4 3 3 2 2 1 2 2 4 3 2 2 3 3 3 4 4 4 Qno 8I1 1=Excellent 2=Good 3=Average 4=Poor 5=Very Poor 2 2 3 1 4 3 1 1 4

3 4 2 3 3 3 3 2 2 2 2 4 3 1 4 4 4 4 3 3 1 2 3 2 3 3 2 1 2 3 3 3 2 5 3 Qno 8J1 1=Excellen t 2=Good 3=Average 4=Poor 5=Very Poor 3 2 2 2 3 2 2 2 4

3 5 4 4 2 4 3 3 2 2 2 3 3 1 3 3 4 5 2 2 1 2 2 2 2 3 3 2 3 3 3 2 3 4 3 Qno 8A2 1=Excellent 2=Good 3=Average 4=Poor 5=Very Poor 1 2 1 2 2 2 2 1 2

2 2 4 3 1 4 2 5 5 3 2 3 2 1 2 4 4 4 3 4 4 4 4 2 5 4 2 4 2 1

1 2 3 3 2 3 3 4 4 2 2 3 2 2 2 2 2 3 4 3 2 4 4 4 3 4 3 4 1 1

2 1 2 3 3 3 4 4 5 3 3 3 2 1 2 3 2 2 5 2 3 4 3 2 3 3 2 3 3 2

1 2 3 5 3 4 3 4 3 4 4 3 2 3 2 1 3 4 5 3 4 5 4 3 4 4 4 3 4 2

2 2 2 4 2 4 2 3 2 3 4 1 2 4 2 2 2 3 3 4 3 4 5 2 5 4 3 3 1 2

1 1 3 4 2 4 3 4 3 4 4 3 2 1 2 1 2 3 4 5 4 3 4 4 4 3 4 4 2 2

1 1 1 3 2 2 2 2 2 2 1 1 3 1 4 2 2 1 3 1 2 1 1 3 1 3 4 2 1 1