Você está na página 1de 67








It is great pleasure to express my sense of gratitude to Prof.K.C.PRAKASH, ICFAI Business
School, Hyderabad, without whose valuable guidance generous help and constant enthusiastic
inspiration this assignment titled “CLASS PROJECT-AXIS BANK” would have never been a
I was almost convinced that I was aware of the business & market forces that drive the
Banking industry. However, once I started out working on the same, I realized how grossly
inadequate my knowledge had been. I thank sir for giving me all the valuable inputs all along and
guiding me to once again explore the sector I so much feel a part of.


Without a sound and effective banking system in India it cannot have a healthy economy. The
banking system of India should not only be hassle free but it should be able to meet new
challenges posed by the technology and any other external and internal factors. For the past three
decades India's banking system has several outstanding achievements to its credit. The most
striking is its extensive reach. It is no longer confined to only metropolitans or cosmopolitans in
India. In fact, Indian banking system has reached even to the remote corners of the country. This
is one of the main reasons of India's growth process.

The first bank in India, though conservative, was established in 1786. From 1786 till today, the
journey of Indian Banking System can be segregated into three distinct phases. They are as
mentioned below:

• PHASE I - Early phase from 1786 to 1969 of Indian Banks

• PHASE II - Nationalization of Indian Banks and up to 1991
• PHASE III - Indian Financial & Banking Sector Reforms after 1991.

The General Bank of India was set up in the year 1786. Next came Bank of Hindustan and
Bengal Bank. The East India Company established Bank of Bengal (1809), Bank of Bombay
(1840) and Bank of Madras (1843) as independent units and called it Presidency Banks. These
three banks were amalgamated in 1920 and Imperial Bank of India was established which started
as private shareholders banks, mostly Europeans shareholders. During the first phase the growth
was very slow and banks also experienced periodic failures between 1913 and 1948. There were
approximately 1100 banks, mostly small. To streamline the functioning and activities of
commercial banks, the Government of India came up with The Banking Companies Act, 1949
which was later changed to Banking Regulation Act 1949 as per amending Act of 1965 (Act No.
23 of 1965). Reserve Bank of India was vested with extensive powers for the supervision of
banking in India as the Central Banking Authority. During those day’s public has lesser
confidence in the banks. As an aftermath deposit mobilization was slow. Abreast of it the savings

bank facility provided by the Postal department was comparatively safer. Moreover, funds were
largely given to the traders.

Government took major steps in this Indian Banking Sector Reform after independence. In 1955,
it nationalized Imperial Bank of India with extensive banking facilities on a large scale especially
in rural and semi-urban areas. Second phase of nationalization Indian Banking Sector Reform
was carried out in 1980 with seven more banks. This step brought 80% of the banking segment in
India under Government ownership.
The following are the steps taken by the Government of India to Regulate Banking Institutions in
the Country:

• 1949: Enactment of Banking Regulation Act.

• 1955: Nationalization of State Bank of India.
• 1959: Nationalization of SBI subsidiaries.
• 1961: Insurance cover extended to deposits.
• 1969: Nationalization of 14 major banks.
• 1971: Creation of credit guarantee corporation.
• 1975: Creation of regional rural banks.
• 1980: Nationalization of seven banks with deposits over 200 crore.

After the nationalization of banks, the branches of the public sector bank India raised to
approximately 800% in deposits and advances took a huge jump by 11,000%.Banking in the
sunshine of Government ownership gave the public implicit faith and immense confidence about
the sustainability of these institutions.

This phase has introduced many more products and facilities in the banking sector in its reforms
measure. In 1991, under the chairmanship of M Narasimham, a committee was set up by his
name which worked for the liberalisation of banking practices.
The country is flooded with foreign banks and their ATM stations. Efforts are being put to give a
satisfactory service to customers. Phone banking and net banking is introduced. The entire system

became more convenient and swift. The financial system of India has shown a great deal of
resilience. It is sheltered from any crisis triggered by any external macroeconomics shock as
other East Asian Countries suffered. This is all due to a flexible exchange rate regime, the foreign
reserves are high, the capital account is not yet fully convertible, and banks and their customers
have limited foreign exchange exposure.

Axis Bank India, the first bank to begin operations as new private banks in 1994 after the
Government of India allowed new private banks to be established. Axis Bank was jointly
promoted by the Administrator of the specified undertaking of the
 Unit Trust of India (UTI-I)
 Life Insurance Corporation of India (LIC)
 General Insurance Corporation Ltd.
Also with associates viz. National Insurance Company Ltd., The New India Assurance Company,
The Oriental Insurance Corporation and United Insurance Company Ltd.
Axis Bank in India today is capitalised with Rs. 232.86 Crores with 47.50% public holding other
than promoters. It has more than 200 branch offices and Extension Counters in the country with
over 1250 Axis Bank ATM proving to be one of the largest ATM networks in the country. Axis
Bank India commits to adopt the best industry practices internationally to achieve excellence.
Axis Bank has strengths in retail as well as corporate banking. By the end of December 2004,
Axis Bank in India had over 2.7 million debit cards. This is the first bank in India to offer the AT
PAR Cheque facility, without any charges, to all its Savings Bank customers in all the places
across the country where it has presence.
With the AT PAR cheque facility, customers can make cheque payments to any beneficiary at
any of its existence place. The ceiling per instrument is Rs. 50,000/-.The latest offerings of the
bank along with Dollar variant is the Euro and Pound Sterling variants of the International Travel
Currency Card. The Travel Currency Card is a signature based pre-paid travel card which enables
traveler’s global access to their money in local currency of the visiting country in a safe and
convenient way. 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


UTI was established in 1964 by an Act of Parliament; neither did the Government of India own it
nor contributes any capital. The RBI was asked to contribute one-half of its initial capital of Rs 5
crore, and given the mandate of running the UTI in the interest of the unit-holders. The State
Bank of India and the Life Insurance Corporation contributed 15 per cent of the capital each, and
the rest was contributed by scheduled commercial banks which were not nationalized then. This
kind of structure for a unit trust is not found anywhere else in the world. Again, unlike other unit
trusts and mutual funds, the UTI was not created to earn profits.

In the course of nearly four decades of its existence, it (the UTI) has succeeded phenomenally in
achieving its objective and has the largest share anywhere in the world of the domestic mutual
fund industry.'' The emergence of a "foreign expert" during the setting up of the UTI makes an
interesting story. The announcement by the then Finance Minister that the Government of India
was contemplating the establishment of a unit trust caught the eye of Mr. George Woods, the then
President of the World Bank. Mr. Woods took a great deal of interest in the Indian financial
system, as he was one of the principal architects of the ICICI, in which his bank, First Boston
Corporation Bank, had a sizeable shareholding. Mr. Woods offered, through Mr. B.K. Nehru,
who was India's Executive Director on the World Bank, the services of an expert.

The Centre jumped at the offer, and asked the RBI to hold up the finalization of the unit trust
proposals till the expert visited India. The only point Mr. Sullivan made was that the provision to
limit the ownership of units to individuals might result in unnecessarily restricting the market for
units. While making this point, he had in mind the practice in the US, where small pension funds
are an important class of customers for the unit trusts. The Centre accepted the foreign expert's
suggestion, and the necessary amendments were made in the draft Bill. Thus, began corporate
investment in the UTI, which received a boost from the tax concession given by the government
in the 1990-91 Budget. According to this concession, the dividends received by a company from
investments in other companies, including the UTI, were completely exempt from corporate
income tax, and provided the dividends declared by the investing company were higher than the
dividends received.

The result was a phenomenal increase in corporate investment which accounted for 57 per cent of
the total capital under US-64 scheme. Because of high liquidity the corporate sector used the UTI
to park its liquid funds. This added to the volatility of the UTI funds. The corporate lobby which
perhaps subtly opposed the establishment of the UTI in the public sector made use of it for its
own benefits later. The Government-RBI power game started with the finalization of the UTI
charter itself. The RBI draft of the UTI charter stipulated that the Chairman will be nominated by
it, and one more nominee would be on the Board of Trustees. While finalizing the draft Bill, the
Centre changed this stipulation. The Chairman was to be nominated by the Government, albeit in
consultation with RBI. Although the appointment was to be made in consultation with the
Reserve Bank, the Government could appoint a person of its choice as Chairman even if the Bank
did not approve of him.

The Bank's principal activities are to provide commercial banking services which include
merchant banking, direct finance, infrastructure finance, venture capital fund, advisory,
trusteeship, forex, treasury and other related financial services. The Bank has 463 branches and
263 extension counters throughout India. During April, 2006 the Bank open-end 1 overseas
branch in Singapore.
UTI Bank Ltd. has been promoted by the largest and the best Financial Institution of the country,
UTI. The Bank was set up with a capital of Rs. 115 crore, with
 UTI contributing Rs. 100 crore,
 LIC - Rs. 7.5 crore

 GIC and its four subsidiaries contributing Rs. 1.5 crore each.

Erstwhile Unit Trust of India was set up as a body corporate under the UTI Act, 1963, with a
view to encourage savings and investment. In December 2002, the UTI Act, 1963 was repealed
with the passage of Unit Trust of India (Transfer of Undertaking and Repeal) Act, 2002 by the
Parliament, paving the way for the bifurcation of UTI into 2 entities, UTI-I and UTI-II with effect
from 1st February 2003.

AS ON 25-05-07
Sr. No. Name of the Shareholders No. of Shares Held % Stake to
A. Promoter Shareholding
1 Administrator of the Specified 7,72,45,070 27.33
Undertaking of the Unit Trust of
India (UTI - I)
2 Life Insurance Corporation of 2,92,22,936 10.34
3 General Insurance Corporation of 1,49,26,224 5.28
India and four PSU Insurance
Total Promoter Shareholding A 12,13,94,230 42.95
B. Non-Promoter Holding
4 Indian Financial Institutions (IFIs) 3,24,084 0.12
5 Mutual Fund 2,36,82,394 8.38
6 Others (Individuals/Corporate 2,39,26,557 8.46
Total Non-Promoter Indian Shareholding 4,79,33,035 16.96
C. Foreign Shareholding
7 FDI Route GDR Issue 1,11,62,661 3.95
8 Foreign Financial Institutions 10,16,51,067 35.96
9 NRIs/OCBs 5,08,786 0.18
Total Non-Promoter Foreign Shareholding 11,33,22,514 40.09
Total A+ B + C 28,26,49,779 100


The Bank has 11 members on the Board. Dr. P. J. Nayak is the Chairman and Managing Director
of the Bank. The members of the Board are:
Dr. P.J. Nayak Chairman & Managing Director
Shri Surendra Singh Director
Shri N.C. Singhal Director
Shri A.T. Pannir Selvam Director
Shri J.R. Varma Director
Dr. R.H. Patil Director
Smt. Rama Bijapurkar Director
Shri R.B.L. Vaish Director
Shri S.B. Mathur Director
Shri M.V. Subbiah Director
Shri Ramesh Ramanathan Director


 Customer Service and Product Innovation tuned to diverse needs of individual and
corporate clientele.
 Continuous technology upgradation while maintaining human values.
 Progressive globalization and achieving international standards.
 Efficiency and effectiveness built on ethical practices.
 Customer Satisfaction through
o Providing quality service effectively and efficiently
o "Smile, it enhances your face value" is a service quality stressed on
o Periodic Customer Service Audits
 Maximization of Stakeholder value

 Success through Teamwork, Integrity and People.


The Housing Development Finance Corporation Limited (HDFC) was amongst the first to
receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the
private sector, as part of the RBI's liberalization of the Indian Banking Industry in 1994. The
bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered
office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank
in January 1995.

HDFC Bank Limited offers a range of commercial and transactional banking services, and
treasury products to wholesale and retail customers. It operates in three segments:
 Retail Banking,
 Wholesale Banking,
 Treasury Services.
The Bank's target market ranges from large, blue-chip manufacturing companies in the Indian
corporate to small & mid-sized corporate and agri-based businesses. For these customers, the
Bank provides a wide range of commercial and transactional banking services, including
 Working capital finance,

 Trade services,

 Transactional services,

 Cash management,


The objective of the Retail Bank 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 his/her banking
requirements. The products are backed by world-class service and delivered to the customers
through the growing branch network, as well as through alternative delivery channels like
 ATMs,

 Phone Banking,
 Net Banking

 Mobile Banking.
Within this business, the bank has three main product areas –
 Foreign Exchange and Derivatives,
 Local Currency Money Market & Debt Securities,

 Equities.
With the liberalization of the financial markets in India, corporate need more sophisticated risk
management information, advice and product structures. These and fine pricing on various
treasury products are provided through the bank's Treasury team. To comply with statutory
reserve requirements, the bank is required to hold 25% of its deposits in government securities.
The Treasury business is responsible for managing the returns and market risk on this investment



ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution,
and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was reduced to 46%
through a public offering of shares in India in fiscal 1998, an equity offering in the form of ADRs
listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of Madura Limited in an all-
stock amalgamation in fiscal 2001, and secondary market sales by ICICI to institutional investors
in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at the initiative of the World Bank, the
Government of India and representatives of Indian industry. The principal objective was to create
a development financial institution for providing medium-term and long-term project financing to
Indian businesses. In the 1990s, ICICI transformed its business from a development financial
institution offering only project finance to a diversified financial services group offering a wide
variety of products and services, both directly and through a number of subsidiaries and affiliates
like ICICI Bank. In 1999, ICICI become the first Indian company and the first bank or financial
institution from non-Japan Asia to be listed on the NYSE.

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

Judicature at Mumbai and the Reserve Bank of India in April 2002. Consequent to the merger,
the ICICI group's financing and banking operations, both wholesale and retail, have been
integrated in a single entity.


ICICI Bank is India's second-largest bank with total assets of Rs. 3,446.58 billion (US$ 79
billion) at March 31, 2007 and profit after tax of Rs. 31.10 billion for fiscal 2007. ICICI Bank is
the most valuable bank in India in terms of market capitalization and is ranked third amongst all
the companies listed on the Indian stock exchanges in terms of free float market capitalisation*.
The Bank has a network of about 950 branches and 3,300 ATMs in India and presence in 17
countries. ICICI Bank offers a wide range of banking products and financial services to corporate
and retail customers through a variety of delivery channels and through its specialised
subsidiaries and affiliates in the areas of investment banking, life and non-life insurance, venture
capital and asset management. The Bank currently has subsidiaries in the United Kingdom,
Russia and Canada, branches in Singapore, Bahrain, Hong Kong, Sri Lanka and Dubai
International Finance Centre and representative offices in the United States, United Arab
Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. Our UK
subsidiary has established a branch in Belgium.

ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the National Stock
Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on the New
York Stock Exchange (NYSE).

 Deposits  Money Transfer  Corporate Net Banking

 Loans  Bank Accounts  Cash Management
 Investments  Property Solutions  Trade Services
 Cards  Insurance  FX Online
 Insurance  Loans  SME Services
 Demat Services  Online Taxes
 Online Services  Custodial Services
 Property Services


The origin of the State Bank of India goes back to the first decade of the nineteenth century with
the establishment of the Bank of Calcutta in Calcutta on 2 June 1806. Three years later the bank
received its charter and was re-designed as the Bank of Bengal (2 January 1809). A unique

institution, it was the first joint-stock bank of British India sponsored by the Government of
Bengal. The Bank of Bombay (15 April 1840) and the Bank of Madras (1 July 1843) followed
the Bank of Bengal. These three banks remained at the apex of modern banking in India till their
amalgamation as the Imperial Bank of India on 27 January 1921.

Primarily Anglo-Indian creations, the three presidency banks came into existence either as a
result of the compulsions of imperial finance or by the felt needs of local European commerce
and were not imposed from outside in an arbitrary manner to modernise India's economy. Their
evolution was, however, shaped by ideas culled from similar developments in Europe and
England, and was influenced by changes occurring in the structure of both the local trading
environment and those in the relations of the Indian economy to the economy of Europe and the
global economic framework.

The business of the banks was initially confined to discounting of bills of exchange or other
negotiable private securities, keeping cash accounts and receiving deposits and issuing and
circulating cash notes. Loans were restricted to Rs.one lakh and the period of accommodation
confined to three months only. The security for such loans was public securities, commonly
called Company's Paper, bullion, treasure, plate, jewels, or goods 'not of a perishable nature' and
no interest could be charged beyond a rate of twelve per cent. Loans against goods like opium,
indigo, salt woolens, cotton, cotton piece goods, mule twist and silk goods were also granted but
such finance by way of cash credits gained momentum only from the third decade of the
nineteenth century. All commodities, including tea, sugar and jute, which began to be financed
later, were either pledged or hypothecated to the bank. Demand promissory notes were signed by
the borrower in favor of the guarantor, which was in turn endorsed to the bank. Lending against
shares of the banks or on the mortgage of houses, land or other real property was, however,
Indians were the principal borrowers against deposit of Company's paper, while the business of
discounts on private as well as salary bills was almost the exclusive monopoly of individuals
Europeans and their partnership firms. But the main function of the three banks, as far as the

government was concerned, was to help the latter raise loans from time to time and also provide a
degree of stability to the prices of government securities.


YES BANK, India’s new age private sector Bank, is an outcome of the professional commitment
of its Founder, Rana Kapoor and his highly competent top management team, to establish a high
quality, customer centric, service driven, private Indian Bank catering to “Emerging India”. YES

BANK is the only Greenfield license awarded by the RBI in the last 12 years, associated with the
finest pedigree investors.

YES BANK has adopted international best practices, the highest standards of service quality and
operational excellence, and offers comprehensive banking and financial solutions to all its valued
customers. A key strength and differentiating feature of YES BANK is its knowledge driven
approach to banking and an unprecedented customer experience for its retail banking and wealth
management clients.

YES BANK is built on a foundation of trust, strengthened by knowledge, backed by cutting-edge

technology, governed by transparency and committed to responsible banking. The result is an
unstinted commitment to growing your wealth.


Indian Overseas Bank (IOB) was founded on February 10, 1937 by Shri.M.Ct.M. Chidambaram
Chettyar. IOB had the unique distinction of commencing business on the inaugural day itself in
three branches simultaneously - at Karaikudi and Chennai in India and Rangoon in Burma
(presently Myanmar) followed by a branch in Penang.

Indian Overseas Bank was the first Bank to venture into consumer credit. It introduced the
popular Personal Loan scheme. In 1964, the Bank made a beginning in computerization in the
areas of inter-branch reconciliation and provident fund accounts. IOB was one of the 14 major
banks that were nationalized in 1969. On the eve of Nationalization in 1969, IOB had 195
branches in India with aggregate deposits of Rs 67.70 crores and Advances of Rs 44.90 crores. In
1977, IOB opened its branch in Seoul and the Bank
opened a Foreign Currency Banking Unit in the free trade zone in Colombo in 1979.

As of March 2003, IOB had 1427 branches in India and 6 branches overseas. Besides the Bank
has a network of over 240 ATMs and 243 Extension Counters. IOB has specialized branches to
cater to the exclusive needs of Commercial & Industrial credit, Industrial finance, Small Scale
industries, hi-tech agriculture and foreign exchange.
 Saving Bank Deposits
 No Frills SB Accounts
 Current Account
 Fixed Deposit
 Reinvestment Deposit
 Recurring Deposit Account
 Annuity Deposit Plan
 Multiple Investment Scheme
 Cumulative Benefit Deposit
 Multiple Deposit Account


Once the marketing strategy is developed, there is a "Seven P Formula" that should be used to
continually evaluate and reevaluate your business activities. These seven are:
 Product,

 Price

 Promotion

 Place

 Process
 Positioning
 People.
As products, markets, customers and needs change rapidly, company must continually revisit
these seven Ps to make sure you're on track and achieving the maximum results possible for you
in today's marketplace.

To begin with, develop the habit of looking at your product as though you were an outside
marketing consultant brought in to help your company decide whether or not it's in the right
business at this time. Ask critical questions such as, "Is the current product or service, or mix of
products and services, appropriate and suitable for the market and the customers of today?"
Develop a habit of assessing your business honestly and asking,
 Are these the right products or services for our customers today?
 Compared to your competitors, is your product or service superior in some significant
way to anything else available? If so, what is it? If not, could you develop an area of
superiority? Should you be offering this product or service at all in the current
 Product variety, quality and its features.
 Is there a market for the service on offer?
 Is the market growing or shrinking?
 Is the service new or established?
 The competition prevailing in the market for the service on offer?
 The USP of the product.
Products and Services on offered by AXIS Bank:

 Accounts
• Easy Access Accounts
• Prime Savings Account
• Salary Account
• Women’s Saving Account
• Senior Privilege Account
• Defense Salary Account
• Trust & NGO Savings Account
• Azzadi –No frills
• RFC (D) Account
• Pension savings Account.

 Deposits:
• Fixed Deposits
• Recurring deposits
• Encash 24
• Tax Saver Fixed Deposits
 Loans:
• Home loan
• Personal loan
• Loan Against Property
• Loan Against Security
• Car Loans
• Study Loans
• Two Wheeler Loan
• Consumer Loan
 Investments:

• Online Trading
• Mutual Funds
• Fixed Income
• Depository Services
• E Depository Services
 Insurance:
• Health Insurance
• Family Health
• Health Guard
• Hospital Cash
The second P in the formula is price. Develop the habit of continually examining and
reexamining the prices of the products and services you sell to make sure they're still appropriate
to the realities of the current market. Sometimes you need to lower your prices. At other times, it
may be appropriate to raise your prices. Many companies have found that the profitability of
certain products or services doesn't justify the amount of effort and resources that go into
producing them. By raising their prices, they may lose a percentage of their customers, but the
remaining percentage generates a profit on every sale. Could this be appropriate for you?
Sometimes you need to change your terms and conditions of sale. Sometimes, by spreading your
price over a series of months or years, you can sell far more than you are today, and the interest
you can charge will more than make up for the delay in cash receipts. Sometimes you can
combine products and services together with special offers and special promotions. Sometimes
you can include free additional items that cost you very little to produce but make your prices
appear far more attractive to your customers.
In business, as in nature, whenever you experience resistance or frustration in any part of your
sales or marketing activities, be open to revisiting that area. Be open to the possibility that your
current pricing structure is not ideal for the current market. Be open to the need to revise your
prices, if necessary, to remain competitive, to survive and thrive in a fast-changing marketplace.

AXIS bank has developed innovative strategies against its competitors with respect to pricing by
use of technology. The use of technology is the strategic differentiator for AXIS bank that helps
in cost minimization and creating efficiency for the customer. The creation of centralized
processing system linking all its branches has been a major strategic move in this regard.

The pricing mechanism and features of various HDFC products are as follows:
Home Loans:
Floating rates:

 For loan of up to five years for amounts between Rs one lakh and Rs 50 lakh is at
9.25 per cent (9 per cent).
 The rate for loans of 5 years and above up to 10 years is now at 9.75 per cent (9.50 per
 The interest rate for above ten years now stands at 10.25 per cent (10 per cent).

Description of Charges Regular Savings Account
Minimum Average Quarterly Rs 5000 (urban),
Balance Rs 2500(Semi Urban),
Rs 1000 (Rural branch),
Rs 500 (student account)

Charges on non maintenance Rs750 per quarter(urban &semi

thereof urban)
Rs 500 (Rural branch),
Rs 250 (student account)
Cheque Book, Pass Book Issuance Free

Account Statements Free
Phone Banking and Net banking Free
 Investment Plans:
Investors can choose from cumulative and non-cumulative bond options.
 Interest Rate:
Bonds will bear interest @ 8.00% per annum and are payable half-yearly.
 Minimum Investment Amount:
The Bonds will be issued for a minimum amount of Rs 1,000 (face value) and in multiples
 Maximum Investment Amount:
There is no upper limit for investment in the Bonds.
 Maturity:
The Bonds shall mature on the expiration of six years from the date of issue.
 Taxation:
Interest on the Bonds will be taxable under the Income Tax Act, 1961 as applicable
according to the relevant tax status of the Bonds holder. Presently there is no tax
deduction at source at the time of interest payment.



DEPOSITS Interest Rate on Deposits Interest Rates for Int Rate 15-50
Below Rs 15 lakhs Senior citizen Lakhs
7 days to 14 - - 1
30 days to 45 4 4 4
15 days to 29 3 3 3
46 days to 60 5 5 5
61 days to less 5.5 5.5 5.5
than 3 months
3 months to less 6 6 6
than 4 months
4 months to less 6 6 6
than 6 months
6 months to less 7 8 7
than 9 months
9 months to less 8 9 8
than 1 year
1 year to less 9 10 9
than 2 years
2 years to less 9 10 9
than 3 years
3 Years to less 8 9 8
than 5 years
5 Years upto 10 8 9 8

The third habit in marketing and sales is to think in terms of promotion all the time. Promotion
includes all the ways you tell your customers about your products or services and how you then
market and sell to them. Small changes in the way you promote and sell your products can lead to
dramatic changes in your results. Even small changes in your advertising can lead immediately to
higher sales.
AXIS bank has devised an aggressive promotional strategy through its diversified distribution
mix which includes tied agencies and alternate channels like banks, brokers, telemarketing,
direct sales force, internet advertizing .
Some of the promotional activities undertaken are:
 Cross Selling exercises
 Organizing school level painting competitions in order to create awareness about
the environmental concerns and the wild life to promote kids advantage account.
 Wheels of fortune - This promo are targeted at all those customers who avail a
personal loan, car or a two wheeler loan. There will be lucky draw at the end of the
promo and the winners would get exotic prizes.
 Personalized promos by sending mailers about various products on offer to all
those who come in contact during the mass promotion strategies.
The promotional strategies are carried out with an objective of positioning AXIS bank
as a one stop financial super market. The focus of the promotions are not just confined
to acquisition of new products but also extends to creating product awareness,
enhancing usage, and also provide value add to the customers for their faith and
These promotions are scientifically designed based on data analysis and data mining
in order to have maximum impact on the target audience.

The fourth P in the marketing mix is the place where your product or service is actually sold. You
can sell your product in many different places. Some companies use direct selling, sending their
salespeople out to personally meet and talk with the prospect. Some sell by telemarketing. Some
sell through catalogs or mail order. Many companies use a combination of one or more of these
methods. It refers to those activities of the company that makes the product available to target
consumers. It includes geographic spread, distribution channels, dealer ships that facilitate
network establishment. Axis bank is widely spread in India and its core banking operations has
huge network –
• 580 branches and extension counters foreign offices – in Singapore, Hong Kong,
Shanghai and Dubai
• 2457 ATMs reaches out to 350 cities, towns and villages across the country
AXIS bank owns a wholly owned distribution channel with dedicated workforce, thereby
lowering the operating costs. It uses its network base to good effect to sell customized products.

The fifth element in the marketing mix is the process. Develop the habit of standing back and
looking at every visual element in the process or service through the eyes of a critical prospect.
Remember, people from their first impression about you within the first 30 seconds of seeing you
or some element of your company. Small improvements in the process or external appearance of
your product or service can often lead to completely different reactions from your customers.
With regard to the process of your company, your product or service, you should think in terms
of everything that the customer sees from the first moment of contact with your company all the
way through the purchasing process.
Process refers to the way your product or service appears from the outside. Packaging refers to
your people and how they dress and groom. It refers to your offices, your waiting rooms, your
brochures, your correspondence and every single visual element about your company. Everything
counts. Everything helps or hurts. Everything affects your customer's confidence about dealing
with you.

The next P is positioning, the habit of thinking continually about how you are positioned in the
hearts and minds of your customers.
 How do people think and talk about you when you're not present?
 How do people think and talk about your company?
 What positioning do you have in your market, in terms of the specific words people use
when they describe you and your offerings to others?
AXIS Bank has positioned its branches in all the strategic position so that it is easily accessible to
maximum customer. It has also come up with some phone banking centre and centralized
collection and payment hub.
The Bank’s Centralized Phone Banking Centre provides customers across the country
Access to the Bank over the phone, handling multiple queries in about 7000 calls per day.
The Bank’s Centralized Collection and Payment Hub (CCPH) manages the entire collection and
payment activity under the Bank’s Cash Management Services (CMS) across the country,
handling on an average about Rs.5000 crores per month on the collection front and about
Rs.1500 crores per month on the payment front.

The final P of the marketing mix is people. Develop the habit of thinking in terms of the people
inside and outside of your business who are responsible for every element of your sales and
marketing strategy and activities.
It's amazing how many entrepreneurs and businesspeople will work extremely hard to think
through every element of the marketing strategy and the marketing mix, and then pay little
attention to the fact that every single decision and policy has to be carried out by a specific
person, in a specific way. Your ability to select, recruit, hire and retain the proper people, with the
skills and abilities to do the job you need to have done, is more important than everything else put
together. An essential ingredient to any service provision is the use of appropriate staff and

people. Recruiting the right staff and training them appropriately in the delivery of service is
essential if the organization has to obtain competitive advantage.
AXIS bank values its human resources very highly and is on a constant endeavor to continuously
develop its human resources by laying strong emphasis on training development. It possesses a
highly motivated team of professionals and has the lowest employee turnover rate in the industry.

Private All Bank
Bank Avg Avg
ITEM 2001-02 2002-03 2003-04 2004-05 2005-06 2005-06 2005-06
No. of offices 112 137 185 250 348 259 680
No. of employees 1721 2338 3447 4761 6553 4189 10458
Business per employee (in
Rs. lakh) 896 926 808 1021 1020 677 423.74
Profit per employee (in
Rs. lakh) 7.79 8.22 8.07 8.02 8.69 4.6 2.84

From the above data it is clearly evident that Axis bank is growing at a good rate as there number
of branches are also increasing along with the increase in the employee also showing the
environment provided by Axis bank. Its profit per employee is also showing a positive trend and
is above the average of both the private bank and the all the bank category.

It provides challenging and exciting growth opportunities for its employees in order to push the
employees unleash their maximum potential. One of the key features of any growing business is
the recruitment and retention of human resources. During the year, a major challenge was the
retention of manpower, given the current buoyancy in the

Indian economy as also the lucrative opportunities available for skilled personnel in the growing
financial services sector. The Bank has generally successfully managed the important challenge
of acquisition of talent to keep pace with the rapid network expansion, and the demands of

specialized businesses. The Bank has been successful in achieving this, with the staff
complement increasing by 1,792 during the year from 4,761 at end-March 2005 to 6,553 at end-
March 2006. Training is an area of continuing focus for the Bank in order to ensure that its
professionals are equipped to maintain high standards of customer service.

The scope of training is continually improved and refined in consultation with business groups.
The training system in the Bank focuses on upgrading the professional skills of each individual
employee through classroom sessions, outbound training, and in-house and external domain skills
Amongst the significant retention tools is a well-structured performance-linked scheme of
variable pay and employee stock options to all employees across grades and functions.
Continuous training, the opportunity to work on challenging tasks, and job rotation are part of the
Bank’s talent retention strategy.


Axis Bank, we have always strived to pace our products with the growing needs of our
customers. The Prime Savings account has therefore been created with your specific
financial requirements in mind.
• Wider Accessibility: 500 branches and one of the largest ATM networks in India.

• Greater Convenience: International Debit Card with withdrawal limit of Rs
40,000 per day facilitating transfer of funds, deposits of cash/cheques and payment
of insurance premium (LIC).
• More Comfort: 24 hr Internet Banking and Tele Banking services
• Enhanced Privileges: provide you a passbook and monthly statement of account
to keep you updated on all your transactions
• Added Speed: 'At Par' cheque facility, you have the unique advantage to encash
your cheques as a local cheque at more than 330 centers where the bank has a
presence at no extra cost
Other Accounts in this category:




 Fixed Deposits
Axis Bank offers a simple reinvestment Fixed Deposits (at very competitive interest
rates), which can be opened with a minimum investment of Rs 10,000.

 Reinvestment Deposits:
In a reinvestment deposit, the interest accrued to your deposit at the end of each quarter
is invested along with the principal. The tenure of your deposit must be a minimum of 6

 Automatic Rollover:
As a Fixed Deposit holder, you can avail of the facility for automatic rollovers on
maturity (for both the principal and interest). You can select this option in the Account
Opening Document (AOD). The options available are:


 Power of compounding
Axis Bank's Recurring Deposit scheme will allow you with an opportunity to build up
Your savings through regular monthly deposits of fixed sum over a fixed period of time.

• Recurring deposits are accepted in equal monthly installments of minimum
Rs 1,000 and
• Above in multiples of Rs 500 thereafter. The fixed number of installments for
which a
• Depositor can opt are 12, 24, 36, 39, 48, 60, 63, 72, 84, 96, 108 and 120 months.

Transfer of Accounts - a recurring deposit account can be transferred from one office of

the Bank to another branch.

 Encash 24

The ENCASH 24 (Flexi Deposits) gives you the liquidity of a Savings Account coupled

with high earnings of a Fixed Deposit. This is achieved by creating a Fixed Deposit

linked to your Savings Account providing you the following unique facilities.



Axis Bank's Power Home puts an end to your Real Estate troubles.

• Attractive interest rates
• Balance Transfer facility
• Doorstep service
• Option to choose from floating rate or fixed rate Free Property & Personal accident

• Loans for salaried and self employed individuals
• Special loans for doctors, chartered accountants, engineers, architects, CS and ICWA .
• Loans are available from Rs 50,000 to Rs 20 lacs
• Repayment tenures from 12 to 60 months
• Attractive interest rates Free personal accident insurance cover with personal loan
• Loans can be used for any purpose with no questions asked regarding the end use of the
loan A balance transfer facility available for those who want to retire any higher cost
debt Loans available against repayment track record of any existing auto, personal or
home loan Loans available against proof of life insurance policy or premium receipts
• Zero balance SB account facility for personal loan customer’s Simple procedure,
minimal documentation and quick approval.
ASSET POWER (Loan Against Property)

A take-over of your existing loan with refinancing is also possible with Asset Power.
 Attractive interest rates

 Balance Transfer facility available with additional finance

 Doorstep service

Four products under Asset Power

 Loan against property - Residential
 Loan against property - Commercial
 Loan for purchase of commercial property
 Take-over of existing loan with additional refinance (Balance Transfer)
 Lease Rental Discounting (LRD)

 Working Capital Finance

. These products are designed to ease the liquidity position of the client and come with a
number of other facilities such as Internet Banking, Phone Banking etc.
 Trade Services

Axis Bank has emerged as one of the leading banks in providing trade finance services,
providing a gamut of products for both exports and imports, with dedicated Front-Desk
and Specialists, speedy processing of documents and provide comprehensive and timely
 Structured Finance

Axis Bank provides tailor made solutions to meet our clients' requirements, while
mitigating the credit and price risk at the same time.
 Supply Chain Management

Axis Bank provides integrated commercial and financial solutions to the supply and
distribution channels of a corporate. The products are designed to add value to supply and
distribution channels by providing unique solutions to meet their working capital

Debt Solutions

Axis Bank is a leading provider of debt solutions in the form of bond or debenture issuances and
loan syndication. The Bank has successfully managed various debt issuances of mid and large
size which includes plain vanilla loans or bonds, and structured term loans to meet the specific
requirements of the clients and the projects. The Bank is the largest bond house in the country
and has been ranked first in respect of various domestic and international league tables in respect
of domestic debt issuances.
Equity Solutions

We are SEBI registered Category I Merchant Banker. The Bank's Capital Markets Department
has developed significant expertise in the area of public or rights issue management, private
placement of equity, overseas fund raising through FCCB and GDR and debt syndication.

The Bank has acted as Lead Book Running Managers, co-arrangers and advisors to a number of
equity issuances or offers.
Trusteeship Services

Axis Bank Ltd. is a SEBI registered Debenture Trustee in the business of Debenture Trusteeship,
Security Trusteeship, Monitoring Agency and Facility Agency and predominantly acts as Trustee
to privately placed debt issuances, domestic borrowings and external commercial borrowings.

At present the aggregate value of the Trusteeship portfolio is approximately Rs 1, 00,000 crores.
The Trusteeship Group presently services over 150 clients including leading public and private
sector corporate as well as Banks and Financial Institutions including international funding
agencies in respect of various debt instruments issued within the country and also for various
secured Foreign Currency Convertible Bonds and External Commercial Borrowings.
EDepository Services

With the introduction of settlement on T+2 basis, instruction for delivery of securities to broker's
account is required immediately after sale of securities. Hence time available for submission of
delivery instructions is limited. Axis Bank now permits submission of delivery instructions in
electronic form using Internet based service called Speed-e. Physical delivery instructions need
not be submitted in case you are submitting the instructions on Speed-e.


Axis Bank is a clearing bank for following exchanges:

• National Stock Exchange of India Limited (NSE)
• The Stock Exchange, Mumbai (BSE)
• National Commodity and Derivative Exchange (NCDEX)
• Multi Commodity Exchange (MCX)

• All the Settlement related activities for these exchanges are carried out through its Capital
Market Division, Fort Branch, and Mumbai.

Below in the table is shown a comparative analysis of AXIS Bank with the other major players in
the banking industry.
Business Profit Capital
No of No of Per Per Reserves Interest
Bank Branches Employees Employee employee Surplus Income Deposits Investments
ICICI 563 24479 905 10 22556 13784 165083 717547
HDFC 515 14878 758 7.39 5300 4475 55797 28394
AXIS/UTI 348 6553 1022 8.69 2886 2889 40114 21527
YES 6 4189 677.86 8.56 573 190 2910 1350
Mahindra 78 3597 352 4.15 865 694 6566 2856
DATA: 2005-2006

From the above data it is clear that AXIS bank is among the top three private players in the
banking industry.

The above doughnut clearly indicates that the branches of the Axis bank is increasing

Business per employee of Axis bank and its competitors.

Comparison of capital reserves and surplus and interest income of Axis bank and its competitors.

Comparison of Deposits and investments of Axis bank and its competitors.

The Economic Survey of 2005-06 has affirmed that significant features of dynamic growth in
recent years include a new industrial resurgence, pick-up in investment, modest inflation inspite
of spiraling global crude prices and the laying of institutional foundations for faster development
of infrastructure. The economic growth indices in the current year have been good and the GDP
growth is expected to be around 8.1% for fiscal 2006. Non-food bank credit is expected to grow
at 25.2% indicative of industrial recovery and the services sector by 9.8%. Agriculture and
Allied sectors are expected to grow at a rate of 2.3% in the current fiscal. In order to maintain the
GDP growth at over 8% in coming years and accelerate growth in industry, substantial
investments will be required in infrastructure. External conditions have also been favorable with
a growing level of foreign exchange reserves. The overall macro-economic prospects for 2006-
07 are, therefore, encouraging.


The Bank has been able to turn in an impressive business performance and record good financial
results for the fifth year in succession, owing to the efficacy of its business model which aspires
to be customer-centric.
Information technology is continuously leveraged in providing value added products and
services as well as multiple-delivery channels to customers in a manner that is cost-effective and
which offers the Bank’s customers easy, real-time and on-line access for all types of transactions.
The strong performance, despite a tightening of overall liquidity leading to a hardening of interest
rates in the closing stages of the fourth quarter, reflected the fact that the primary
Goals of the Bank of increasing its market share in various businesses and improving its quality
of earnings by enhancing its core income streams, is solidly anchored in the strategy adopted by
The sizeable network of branches, extension counters and ATMs has equipped the Bank with an
impressive reach across the country and is supported by channels such as the Internet and mobile
phone banking. The steady widening of this reach to smaller cities and towns, including in district

headquarters, is expected to sustain the momentum of growth of low cost deposits, as the Bank
enjoys a first-mover advantage vis-à-vis other private sector banks in many of these centers.
The key factors which contributed to the healthy performance of the Bank during the year were
 Continued thrust on improvement in the quality of earnings through an emphasis on core
income streams such as net interest income and fee based income;
 The availment of opportunities emanating from the upswing in the corporate credit cycle;

 A focus on improvement in asset quality through rigorous credit and risk appraisal, sound
treasury management, product diversification and internal control;
 Enhanced cost efficiency by leveraging on technology that is continuously upgraded;

 Maintenance of high standards of customer service.


UTI Bank was the first bank in the country to set up a Business Continuity Centre (BCC)
In Bangalore which replicates the entire centralized database with a view to enable the Bank to
run smoothly in case of any eventuality affecting the Bank’s Data Centre in Mumbai.
Each transaction that gets recorded at the Data Centre gets reflected almost instantaneously
through WAN on the back-up database at the BCC.
The Bank’s Centralized Phone Banking Centre provides customers across the country
Access to the Bank over the phone, handling multiple queries in about 7000 calls per day.


The Bank’s Centralized Collection and Payment Hub (CCPH) manages the entire collection and
Payment activity under the Bank’s Cash Management Services (CMS) across the country,
handling on an average about Rs.5000 crores per month on the collection front and about Rs.1500
crores per month on the payment front.

The Bank’s Retail Assets Management Group (RAMG) is the operations hub of the entire
Retail asset distribution structure. In addition to opening and disbursing more than 3000
Schematic loans every month, it is responsible for the maintenance of more than 100,000
Such loan accounts, and handles the entire post – dated cheque presentation and several
Kinds of repayments for all these accounts.


The ATM Backend Cell handles the entire cash management and reconciliation of balances
pertaining to ATMs across the country and ends up tallying over four lakh
Transactions by the end of the day.

The Bank’s Service Branches in the 8 major metros take care of centralized clearing activity,
Handling more than one lakh cheques every day for outward and inward clearing.

The Bank’s Data Centre in Mumbai, the centralized IT powerhouse is like the central nervous
system of the Bank. It is a real time 24x7 setup which manages 270 products and services of the
Bank with a database size of 1850 GB supporting on an average 42 lakh transactions per day
to service over 42 lakh customer accounts and adding new customers @ 8000 per day.


The Bank’s Centralised Processing Unit (CPU) is the backbone of the Bank, managing
production and delivery of the entire range of deliverables to customers across the country within
24 – 72 hours from the time the customer opens the account. The CPU currently handles about
8500 new accounts every day.


Job description

A banker is responsible for establishing and maintaining positive customer relationships,

planning and delivering effective sales strategies and monitoring the progress of new and existing
financial products. Bankers may work as managers in high street branches providing operational
support on a day-to-day basis, or in more specialized posts in corporate or commercial
departments at area, regional or head offices.

Banks operate in a fiercely competitive marketplace where change is common. Products and
services offered have to develop to satisfy the expectations and demands of customers and
working with staff and customers to achieve targets has become a very major part of the role.

Typical work activities

Responsibilities and work activities may vary between retail and corporate and commercial
banking. Most retail bankers work in high street branches, dealing with both private and
corporate customers, while some work in regional or head offices. Bankers who work with
commercial or corporate customers may be based in branches or may work from specialized area
or regional offices.

Bankers who have area and regional responsibilities adopt a strategic role and, whilst retaining
overall accountability for service and product delivery, usually delegate supervision of day-to-day
operations to staff in branch outlets.

Responsibilities for both retail and corporate and commercial bankers may include:
• implementing the delivery of sales strategies and targets and motivating employees to
meet these;
• establishing and maintaining effective relationships with new and existing customers,
establishing their needs and advising on the suitability of services;
• visiting business customers and attending meetings and conferences with them and other

• managing and supporting staff and facilitating appropriate continuing professional
development (CPD);
• communicating, implementing and monitoring compliance with corporate standards and
• processing data to produce accurate facts, figures and reports;
• evaluating new and renewal lending proposals, negotiating terms with customers and,
where appropriate, submitting proposals to the credit department for approval;
• checking accounts and initiating action if they are overdrawn without arrangement or are
in excess of agreed arrangements;
• assuming overall accountability for products and services, such as consumer lending,
current account transactions, unsecured loans, overdrafts, credit cards and personal loans;
• networking with appropriate professionals;
• Representing the bank within the wider community.


Market Cap Asset Net Sales Net Profit
Name of the Bank All values in Cr
ICICI BANK 99,998.52 560,607.22 22,994.29 3,110.22
HDFC BANK 39,473.02 141,941.13 6,889.02 1,141.45
AXIS BANK 22,071.89 119,388.42 4560.4 659.03
MAHINDRA 26,041.18 30,866.31 1354.1 141.37
YES BANK 5,220.60 6,728.34 190.18 55.32
JK BANK 3,668.88 49,435.44 1,899.33 274.49
FEDERAL BANK 2,987.01 34,371.98 1,436.53 225.21
BANK 2,262.76 27,445.55 1,256.25 177.03
CENTURION BANK 6,002.76 31,711.06 1,256.25 121.38
INDUS IND 1,624.63 30,039.04 1,188.28 38.81
Comparison of these top 10 private banks :
On the basis of their market Capitalization

On the basis of their
Total Assets:

On the basis of their Net Profit:

On the basis of their Sales:

A healthy banking system is essential for any economy striving to achieve good growth and yet
remain stable in an increasingly global business environment. The Indian banking system, with
one of the largest banking networks in the world, has witnessed a series of reforms over the past
few years like the deregulation of interest rates, dilution of the government stake in public sector
banks (PSBs), and the increased participation of private sector banks.
The growth of the retail financial services sector has been a key development on the market front.
Indian banks (both public and private) have not only been keen to tap the domestic market but
also to compete in the global market place. New foreign banks have been equally keen to gain a
foothold in the Indian market.
Key banking reforms needed:
 Encourage voluntary consolidation among banks
 Allow public sector banks to fix salary levels proportionate to performance

 Permit banks to issue preference shares to raise capital.

 More autonomy to fix salary levels proportionate to performance.

 Offer Competitive compensation packages at all levels to improve employee productivity.

Strengths of the banking industry

 Regulatory systems,

 Economic growth,

 Technological advancement,

 Risk assessment systems

 Credit quality.

Scope of improvement includes:

 Diversification of markets beyond big cities,

 Human resources systems, size of banks,

 High transaction costs, infrastructure and labor inflexibilities.


In the banking industry the pricing strategies is concerned with the rate of interest these banks
offer to the customers on there investments and also the rate of interest they levy on the
customers for different type loans. These also include service charges they charge on the
customer for the services they offer.


DEPOSITS Interest Rate Interest Rates Int Rate 15-50
on Deposits for Senior Lakhs
Below Rs 15 citizen
7 days to 14 days - - 1
30 days to 45 days 4 4 4
15 days to 29 days 3 3 3
46 days to 60 days 5 5 5
61 days to less 5.5 5.5 5.5
than 3 months
3 months to less 6 6 6
than 4 months
4 months to less 6 6 6
than 6 months
6 months to less 7 8 7
than 9 months
9 months to less 8 9 8
than 1 year
1 year to less than 9 10 9
2 years
2 years to less 9 10 9
than 3 years
3 Years to less 8 9 8
than 5 years

5 Years upto 10 8 9 8




In early 1950's most of the markets were choking with surplus products on offer, defying the
theory "the best quality will always sell". The emergence of Branding as a value in offering has
kept many organizations leaders, and in survival. Branding is termed as a part of offering, created
in the mind of customer and consumer of superior values that he or she perceives and ready to
pay for. The brand can be associated with superior product, superior services, superior sales after
services, or easy access. In today's era with increasing competition, is that not important enough
to revisit Brand as a marketing offering (Product or Service).

UTI has officially announced the change of its name to ‘Axis Bank’. The awareness campaign
titled ‘UTI Bank is now Axis Bank; everything is the same except the name’, has been created by
O&M and is the brainchild of Sumanto Chattopadhyay.

The decision to re-brand the bank emanated from the need to move out of a scenario of brand
confusion that is created by several shareholder-unrelated entities using the UTI brand. On the
creative point of view, the change of name from UTI Bank to Axis Bank is precisely just a name
change. Everything else about the brand remains the same. Axis is a strong name with an
international aura to it. It is very much in keeping with UTI’s success story in the private banking
On the marketing initiatives, a multimedia campaign was unfolded on August 1 that will go on
for the next few weeks. It seeks to reassure customers that the change of name will in no way
affect the services offered by the bank.
On the thought process the creative platform adopted for the name change is based primarily on
twins -- siblings whose names are different, but are identical in every other way. This campaign
will run on
 Television

 Outdoor

 Print

 Radio and other 360-degree media.

Some interesting innovations are planned in the print medium. On radio, the name change is
being expressed in a slightly different manner, in keeping with the nature of the medium.
The first campaign that was featured was a false cover page for Mid-Day going the broadsheet
way. The campaign very much focused on the idea on the awareness of the bank changing its
name to ‘Axis Bank’.
Television is given priority as it gives the maximum reach among the mass media channels.
Besides the mass media channels, the 2,500-odd ATM locations is also being used to convey the
name change message. And of course, the signages of the 600 or so branches will also change to
reflect the new name.
The logo design of Axis Bank is based on the letter ‘A’. It is a contemporary, universal and solid
design that retains the burgundy color of the original UTI logo as a link to its heritage

Banking Regulation Act, 1949
 As per Section 5(c) of Banking Regulation Act, 1949 a "Banking Company" means any
company which transacts the business of banking in India.
 Any company which is engaged in the manufacture of goods or carries on any trade and
which accepts the deposits of money from public merely for the purpose of financing its
business as such manufacturer or trader shall not be deemed to transact the business of
banking within the meaning of this clause."
 As per Section 5(b) of Banking Regulation Act, 1949 , banking means the accepting, for
the purpose of lending or investment, of deposits of money from the public, repayable on
demand or otherwise, and withdrawals by cheque, draft, order or otherwise.
 As per Section 5(d) of Banking Regulation Act, 1949, company means any company as
defined in Section 3 of the Companies Act, 1956 and includes a foreign company within
the meaning of Section 591 of that Act.
 As per section 51 of Banking Regulation Act, 1949, certain provisions of the Banking
Regulation Act are also applicable to the State Bank of India, any corresponding new
bank, a regional rural bank and any subsidiary bank. "Corresponding new bank" has been
defined under clause (ee) of section 2 of the DICGC Act to mean a corresponding new
bank constituted under the Banking Companies (Acquisition and Transfer of
Undertakings) Acts of 1970 or 1980.

National Housing Bank Act, 1987

Section 2(d) of the National Housing Bank Act, 1987 defines a housing finance institution as
"Housing finance institution includes every institution, whether incorporated or not, which
primarily transacts or has as one of its principal objects, the transacting of the business of
providing finance for housing, whether directly or indirectly"

Reserve Bank of India Act, 1934
Section 2(d) of the National Housing Bank Act, 1987 defines a housing finance institution as
"Financial Institution" means any non-banking institution which carries on as its business or
 the financing, whether by way of making loans or advances or otherwise, of any
activity other than its own;
• the acquisition of shares, stock, bonds, debentures or securities issued by a government or
local authority or other marketable securities of a like nature;
• letting or delivering of any goods to a hirer under a hire-purchase agreement as defined in
clause (c ) of section 2 of the Hire-Purchase Act, 1972;
• the carrying on of any class of insurance business;
• managing, conducting or supervising, as foreman, agent or in any other capacity, of chits
or kuries as defined in any law which is for the time being in force in any State, or any
business, which is similar thereto;
• collecting, for any purpose or under any scheme of arrangement by whatever name called
monies in lump sum or otherwise, by way of subscriptions or by sale of units, or other
instruments or in any other manner and awarding prizes or gifts, whether in cash or kind,
or disbursing monies in any other way, to persons from whom monies are collected or to
any other person.
As per Section 45-I (f) of the RBI act, "non-banking financial company" means: - a financial
institution which is a company;
a non banking institution which is a company and which has as its principal business the
receiving of deposits, under any scheme of arrangement or in any other manner, or lending Tiny

Going forward, the Bank will continue to derive benefit from the infrastructure created over the
years and pursue a strategy of profitable growth through stronger corporate relationships and an
accelerated retail customer expansion program me driven by the Bank’s multiple channels. The
Bank continues to identify new thrust areas to sustain its growth, and these include:
 Growth in credit to the SME and agriculture sectors that will be driven by a network of
rural and semi urban branches supported by organizational reinforcement in the form of
SME cells and agriculture clusters.
 Reinforcement of the international remittance business. The Bank has already tied up with
various banks and exchange houses in the Gulf for tapping the high-volume remittance
business emanating from this region.
 New initiatives such as Wealth Management will enable the Bank to advice and to cross-
sell third party products to high net-worth customers.
 An expansion in the overseas branch and representative office network, commencing with
the first branch in Singapore, will create opportunities for cross-border trade finance,
syndication of debt and NRI business.
The Bank believes in the continual enhancement of shareholder value by an efficient use of
available capital in a manner that leads to a high return on equity. In this sense, the Bank seeks to
be protective of its capital.
 The Bank continued to attract investor interest from domestic and foreign institutional
investors, leading to a very visible increase in trading volumes and price.
 On the successful conclusion of the GDR offering, the Bank mobilized Rs. 1,122 crores
(equivalent to US Dollars 257.03 million).
 In addition, the Bank also placed subordinated bonds of Rs. 1,000 crores in the market in
order to raise Tier II capital to the extent eligible.
 The Bank is focusing on developing an asset structure that was sensitive to the
importance of increasing the proportion of low risk weighted assets, in order that capital is
more efficiently deployed.

The Bank is in the process of identifying an appropriate software system and data management
solution for a phased adoption of the Basel II framework in the area of credit risk.
In the first instance, the Bank is in a position to
 adopt the Standardised approach for credit risk and it is strengthening the internal credit
rating architecture and archiving the internal rating migration data to prepare for an
eventual migration to the Internal Rating Based (IRB) approach.
 The Bank is in readiness to calculate capital charge on operational risk, under both the
Basic Indicator approach as well as the Standardised approach, and has mapped its
activities to the eight business lines defined in the Basel II Accord.
 The Bank has also undertaken internal studies on several lines of business for an
evaluation of the risk profile, capturing of losses incurred and identifying key risk
indicators (KRIs).
With a view to attaining an increasingly significant position in the burgeoning retail financial
services sector in the country, the Bank has continued to provide a sustained thrust to retail
banking through a continuously expanding network and a growing sales force with customer
relationship skills, that has enabled the distribution of a wide range of products to a fast
expanding customer base.
The key driver underpinning the profitability of the retail banking business has been the Bank’s
customer-centric vision, manifested in the
 strategic interplay of product differentiation and innovation on the one hand
 customer segmentation on the other, where the constant endeavour is to introduce
 Introduction of customized products and services to cater to the specific needs of different
customer segments.

This has resulted in a substantial growth of retail banking business during 2005-06

The thrust on customer segmentation has been a strategic success, as evident from the strong
business growth across various customer segments during 2005-06.
The Bank has also continued its earlier pioneering efforts in persuading other banks to participate
in ATM sharing, and presently offers the largest available access to over 18,000 ATMs in the
country to its customers, based on alliances with other banks and multi-bank shared payment

Networks. The Bank has also provided value additions on its versatile ATM machines, including
LIC premium payment and telephone bill payments

for service providers like MTNL and BSNL, as also mobile banking services and mobile refill
facilities for Airtel, Hutch, Orange and Idea cellular service providers. The Bank has tied up with
UTI Mutual Fund to launch a new service that will help customers of the Bank to subscribe as
well as redeem UTI Mutual Fund schemes through the Bank’s nationwide network of 1,891
The Bank’s future thrust is on:
 marketing approach
 product innovation

 risk management systems

 Financial Advisory
 Rigorously designed back-office processes contribute to the strength of the Bank’s retail
lending strategy
 Wealth Advisory Services

The Bank continued to provide a business focus on tapping business from the NRI community by
offering a wide range of banking, investment and advisory services to them. During the year, the
aggregate NRI deposits grew by 48.37% from Rs. 1,134.87 crores to Rs.1, 683.84 crores with the
NRI savings bank balances growing by 115.90% from Rs. 295.79 crores to Rs. 638.60 crores.
During the same period, the number of savings bank NRI accounts grew by 82.61% from 27,018
to 49,337. The accelerated growth, both in terms of account acquisition and savings bank
balances of NRI business, is attributable to
 Initiatives that have focused on deepening of existing relationships and a simultaneous
expansion of the customer base, driven by alliances with various banks and exchange
houses in the Gulf region.
 The Bank has also partnered with the Ministry of Overseas Indians to offer an Internet
based electronic remittances portal to facilitate remittances from NRIs. The portal also
provides information services relating to investments in financial markets, tax
consultancy and investments in real estate.
 Globalisation of financial markets across economies and the significant increase in
international trade in recent years provides opportunities for the Bank to render banking
and related services through a presence in overseas centers.
Keeping this in view, the Bank has embarked on an active international expansion programme in
key Asian markets.
 The Bank has since received a license and set up a branch in April 2006 in Singapore.
This Bank’s first overseas branch.
 The Bank has also obtained the necessary approval from the regulators in China for
setting up a Representative Office in Shanghai and is now in the process of completing
the related formalities for opening an office.


Corporate Banking offers various loan and fee-based products and services to large corporate,
SMEs and to the agriculture sector. The Bank continued with the strategy of diversifying its
customer base, including deeper penetration in higher yielding segment, channel
Finance, SMEs and agricultural finance segments. In order to give an impetus to the SME
segment and to agricultural lending, there was a significant organizational reinforcement by
setting up
 SME cells
 Adopting a cluster-centric approach for agricultural lending in areas with rich potential
for such activity.
In this direction 6 state-specific and 4 city-specific SME cells were set up. In the area of
agricultural lending, 9 agricultural clusters were formed which focused on agricultural lending.
The Bank will continue to:
 Open more rural branches as also set up agricultural clusters to boost its agricultural
 Create backward and forward linkages for all players in the agriculture business chain so
as to provide composite financing across the food chain.
The syndication and underwriting of corporate loan activities of the Bank took off during the
year. The Bank experimented with new delivery models for credit, including setting up low cost
rural ATMs at Anand, in order to provide convenient and low cost transaction services to the
suppliers of milk to the Co-operative. Such application of technology provides customer
convenience as well as product innovation.
The Bank’s Capital Markets business encompasses investing and trading in corporate debt and
equity, and providing several other fee-based services like
 Capital restructuring,

 Placement

 Syndication,

 Trusteeship services,

 Management of public

 Rights issues,

 Appraisals

 Advisory services,

 Depository related services,

 Portfolio management services,

 Capital market related services.

Future Strategies:
 Project advisory services with a focus on infrastructure and other core sectors.

 Financial advisory skills with technical advisory skills by forming alliances.

The Bank also maintains an investment and proprietary trading portfolio in corporate bonds and

 Today 14.6% of our customers are registered for mobile banking. The Bank aims to be a
significant player in the cards business.
 The debit card base of the Bank grew to 40 lacs during the year from 30.3 laces.

 The Bank was the first Indian bank to introduce the travel currency card, a foreign
denominated pre-paid card, which is positioned as a convenience alternative to the
travelers’ cheque.

The card is issued in five currencies:

 U.S. Dollar,
 Australian Dollar,
 Canadian Dollar,
 Pound Sterling
 Euro on the VISA flag platform.
During 2005-06, foreign currency sales by the Bank through the travel currency card exceeded
US Dollars 63 million.
The Bank is also the first to introduce
 Remittance Cards, which changes the way inward remittances, are sent to India.

 Direct remittances are facilitated via tie-ups with major Banks in the US, UK, Europe and
South Asia.
 Rewards Card, a pre-paid Rupee card for corporate to facilitate quick payments to their
employees, agents and distributors.
 As on 31st March 2006, the Bank has installed 21,084 POS terminals, as against 12,067
POS terminals at the end of the previous year.
The growth of retail and consumer lending in India must be seen as arising from a strong growth
in incomes amongst the middle class and the more affluent segments, leading to changes in
consumer behavior. As the demographically induced shift is structural rather than cyclical, it is
likely to sustain over the medium term and beyond, and constitutes the rationale for the growth in
retail lending.


UTI Bank was one of the first private banks to launch operations in the country in 1994, after the
Government of India passed a resolution in favor of privatization. An IT savvy bank, UTI Bank is
a pioneer in adopting new technologies in the banking sector. UTI has a very large network of
branch offices and extension counters across the country. With over 1700 ATMs, UTI Bank has
the largest ATM network of its kind in India.


Privatization opened up the Indian banking sector, allowing a large number of players to offer
retail banking services in the country. Using the latest technologies, UTI Bank introduced quality
services to enhance the banking experience of its customers. As the services stack expanded,
supporting customers became a challenging task. Efficient service and timely support were the
deciding factors for customers to remain loyal to any particular bank, which brought Customer
Relationship Management (CRM) into sharp focus.


UTI Bank wanted to establish itself as a customer focused bank and carve a niche for itself
amidst the widespread competition. Setting up a state of the art call center facility that could
provide quality support to customers across the country became vital to further this goal. The call
center was expected to eliminate the load of routine queries that branch operators had to handle.
A dedicated response center would allow branch operators to divert all customers’ queries to the
helpdesk number and focus on their core responsibilities instead. Also, a single window service
with a populated knowledgebase would introduce a high degree of standardization in the replies
given to customer queries. The bank was also looking to avoid a situation where customers would
be put on hold for long periods of time. A failover and redundancy solution was required to
guarantee high availability of services and ensure uninterrupted call traffic. For handling large
call volumes, the application infrastructure was also required to be perfectly scalable. The bank
wanted a solution that could accommodate growth over a long period of time.


UTI Bank has been turned into an Open Source believer after the success of its call center project.
The bank has set the lead for the hundreds of BPOs and call centers in the country to follow. By
running their CRM infrastructure on an open, standards based platform .BPOs can achieve
significant TCO reduction along with high performance and security.

1. www.utibank.com

2. www.google.co.in

3. www.finance.india.mart.com

4. www.banknetindia.com

5. www.rbi.org

6. www.moneycontrol.com