Services Quality Analysis in SBI and Axis Bank(Awadesh)(1)

8/13/2019 Services Quality Analysis in SBI and Axis Bank(Awadesh)(1)

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A PROJECT REPORT ON

Services quality analysis in SBI and Axis bank

BACHELOR OF COMMERCE

FINANCIAL MARKET

SEMESTER V

2012-2013

SUBMITTED BY:-

AWADHESH H. YADAV

ROLL NO-31

UNIVERSITY OF MUMBAI

UNDER THE GUIDANCE OF

PROF. SANJAY RODE

S K SOMAIYA DEGREE COLLEGE OF ARTS

SCIENCE AND COMMERCE

VIDYAVIHAR !E" MUMBAI-#000$$

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ACKNOWLEDGEMENT

This project on%Services quality analysis in SBI and

Axis bank&is a result of cooperation, hard work and

ood wishes of !an" people#

$ would sincerel" like to i%e !" heartfelt

acknowlede!ent and thanks to '( )*+,/.An"

a!ount of thanks i%en to the! will ne%er &e sufficient#

$ would like to thank the U,+/( M4'5* +

+6478 B*79,+ F*7* M*+;,/ C4+/,,

there &" i%in the student a platfor! to a&reast will

chanin &usiness scenario, with the help of theor" as

a &ase and practical as a solution#

$ would sincerel" like to thank our principal M+/.

S*8,,* K.$ would also like to thank !" project

uide P+.S*


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(ast, &ut not least, $ would like to thank !"

friends and colleaues for alwa"s &ein there

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RESEARCH DESIGN:

The methodology for the research study is descriptive and is as follows:

Research Approach:Quantitative research

Objectives:

The main objective of our project is:

To assess and compare the overall service performance of SB and !"S ban#$

To #now in which service %uality dimension the ban# is performing well and in which

dimension it needs improvement$

To #now customers re%uirements or e&pectation for service$

Sap!i"#:

'ollowing sampling is designed in order to e&ecute the survey$

Sample !rea:: (elhi

Sample si)e: 1** !"S customers

1** SB customers

Sample (esign: Samples selected in the survey are those who are the customers of

either !"S or SB or both$

LIMITAION O$ ST%D&:

The study was restricted to two ban#s+ so the competitive scenario could not be

studied$

nade%uate time was the major constraint during the whole project$

!ll the answers given by the respondents have been assumed true$

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Research Metho'o!o#(:

Data Co!!ectio" Too!

Seco"'ar( 'ata: -arious websites+ articles from maga)ines and news papers+ boo#s were

used for collecting secondary data$

)riar( 'ata: The primary data has been collected by the researchers by designing

structured %uestionnaire with the relevant %uestion to the project study and research$

T(pe o* +,estio""aire: Structured %uestionnaire$

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TA-LE O$ CONTENTS

./ INTROD%CTION TO THE -ANKING IND%STR& 0120

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2$2 !"S B!/4

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4/ SER5ICE 6%ALIT& ,2>,A

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3$2 5!0 !/!;8SS

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7/ KE& $INDINGS ,>,C

8/ RECOMMENDATION .*>.2

9/ CONCL%SION .3>.,

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A SNA)SHOT O$ THE -ANKING IND%STR&:

The 7eserve Ban# of ndia D7BE+ as the central ban# of the country+ closely monitors

developments in the whole financial sector$

The ban#ing sector is dominated by Scheduled ommercial Ban#s DSBsE$ !s at end>9arch

2**2+ there were 2CA ommercial ban#s operating in ndia$ This included 2 0ublic Sector

Ban#s D0SBsE+ 31 0rivate+ ,2 'oreign and 1CA 7egional 7ural Ban#s$ !lso+ there were A

scheduled co>operative ban#s consisting of .1 scheduled urban co>operative ban#s and 1A

scheduled state co>operative ban#s$

Scheduled commercial ban#s touched+ on the deposit front+ a growth of 1,F as against 1=F

registered in the previous year$ !nd on advances+ the growth was 1,$.F against 1$3F of the

earlier year$

State Ban# of ndia is still the largest ban# in ndia with the mar#et share of 2*F and

its two subsidiaries merged with Ban#+ leading creating the second largest ban# in

ndia with a balance sheet si)e of 7s$ 1*,*bn$

igher provisioning norms+ tighter asset classification norms+ dispensing with the concept of

Gpast due? for recognition of /0!s+ lowering of ceiling on e&posure to a single borrower and

group e&posure etc$+ are among the measures in order to improve the ban#ing sector$

! minimum stipulated apital !de%uacy 7atio D!7E was introduced to strengthen the

ability of ban#s to absorb losses and the ratio has subse%uently been raised from =F to CF$ t

is proposed to hi#e the !7 to 12F by 2**, based on the Basle ommittee

recommendations$

7etail Ban#ing is the new mantra in the ban#ing sector$ The home loans alone account for

nearly two>third of the total retail portfolio of the ban#$ !ccording to one estimate+ the retail

segment is e&pected to grow at 3*>,*F in the coming years$

/et ban#ing+ phone ban#ing+ mobile ban#ing+ !T9s and bill payments are the new bu))

words that ban#s are using to lure customers$

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new private sector ban#s and the foreign ban#s$ The new private sector ban#s first made their

appearance after the guidelines permitting them were issued in @anuary 1CC3$ ight new

private sector ban#s are presently in operation$ These ban#s 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$

(uring the year 2***+ the State Ban# of ndia DSBE and its associates accounted for a 2.F

share in deposits and 2=$1F share in credit$ The 2* nationali)ed ban#s accounted for .3$.F

of the deposits and ,$.F of credit during the same period$ The share of foreign ban#s

D numbering ,2 E+ regional rural ban#s and other scheduled commercial ban#s accounted for

.$F+ 3$CF and 12$2F respectively in deposits and =$,1F+ 3$1,F and 12$=.F respectively in

credit during the year 2***$

CLASSI$ICATION O$ -ANKS:

The ndian ban#ing industry+ which is governed by the Ban#ing 7egulation !ct of ndia+

1C,C can be broadly classified into two major categories+ non>scheduled ban#s and scheduled

ban#s$ Scheduled ban#s comprise commercial ban#s and the co>operative ban#s$ n terms of

ownership+ commercial ban#s can be further grouped into nationali)ed ban#s+ the State Ban#

of ndia and its group ban#s+ regional rural ban#s and private sector ban#s Dthe old H new

domestic and foreignE$ These ban#s have over A+*** branches spread across the country$

The ndian ban#ing industry is a mi& of the public sector+ private sector and foreign ban#s$

The private sector ban#s are again spilt into old ban#s and new ban#s$

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Ban#ing System in ndia

7eserve ban# of ndia Dontrolling !uthorityE

(evelopment 'inancial institutions Ban#s

' (B /!B!7( /B 7B "9 Ban# S(B

ommercial 7egional 7ural ;and (evelopment o>operative

Ban#s Ban#s Ban#s Ban#s

0ublic Sector Ban#s 0rivate Sector Ban#s

SB 5roups /ationali)ed Ban#s ndian Ban#s 'oreign Ban#s

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-ANKING SCENARIO O$ INDIA:

!s per the !dvance stimates of 5(0 for 2**=>*C released by the entral Statistical

rgani)ation on C+ 'ebruary+ 2**C+ the growth of 5(0 at factor cost Dat constant CC>2***

pricesE is estimated to grow at $1F during the year$ The growth of 5(0 during 2**>*=

DQuic# estimatesE was C$*F$

The nternational 9onetary 'und D9'E has forecast that ndia?s gross domestic product

D5(0E growth will slow dramatically to A$2.F in the fiscal year to 9arch+ and to .$2.F in

the following year$ This is well below the CF growth in the year to 9arch 2**= and even

lower than the government?s prediction of $1F growth in 2**=>*C$

The average growth in the first three %uarters of the fiscal year was A$CF$ This effectively

means 9' e&pects the economy to grow only ,$,F in the last %uarter$

!s per the above estimates+ the growth rate for !griculture+ ndustry and Services is

estimated to be 2$AF+ ,$=F and C$AF respectively in 2**=>*C$ n the %uic# estimates for

2**>*=+ the corresponding growth rates for these three sectors were ,$C+ =$1 and 1*$CF

respectively$

!fter growing at .$*F in 2**A and ,$CF in 2**+ 9' estimates global 5(0 growth todecelerate to 3$F in 2**= in the wa#e of the current financial crisis$ The financial mar#et

turbulence in developed economies following the 6S sub>prime mortgage crisis has reduced

financial leverage+ lowered credit availability and negative wealth effects have emerged as

ris#s to consumption and growth in advanced economies+ especially in the 6S$ ontinuing

inflationary pressures from food and commodity prices as well as high and volatile crude oil

prices are other ris#s being faced by the global economy$

ndia continued to be one of the fastest growing economies of the world$ (uring 2**>*=+ the

ndian economy grew at a robust pace for the fifth consecutive year$ 7eal 5(0 growth+

estimated at =$F in 2**>*=+ is in tune with the average annual 5(0 growth of =$F in the

five year period 2**3>*, to 2**>*=$ !griculture and allied activities are estimated to grow

by 2$AF in 2**>*=+ which is in line with the average growth of 2$AF per annum during

2***> *1 to 2**>*=$ 'ood grains production touched a record high in '8*=+ with total food

grains production placed at 22$3 million tones+ surpassing the target of 221$. million tones

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and recording an increase of ,$AF over the previous year$ ndustrial growth at =$AF during

2**>*= has moderated somewhat against 1*$AF in the previous year$

The services sector maintained its double>digit growth at 1*$AF during 2**>*=+ higher than

the long term average of =$CF D2***>*1 to 2**>*=E$ digit growth for the last two years

and are e&pected to maintain the growth momentum$ Trade and hotels showed higher growth

of 12$1F in 2**>*= against 11$=F growth in 2**A>*$ !nother positive feature

underpinning growth is the sharp rise in the rate of savings and investment in recent years+

which rose to 3,$=F and 3.$CF respectively in 2**A>*$

Towards the close of the fiscal year+ higher inflation rate was noticed due to rise in global

prices of food+ metals and crude oil$ nflation based on ctober 2**+ partly reflecting

moderation in the prices of some primary food articles and manufactured products$

!fter hovering around 3F during /ovember 2**+ inflation began to edge up from early

(ecember 2** to touch $,F by 2C 9arch 2**=+ mainly reflecting hardening in prices of

primary articles such as fruits and vegetables+ oilseeds+ raw cotton and iron ore+ as well as

fuel and manufactured products such as edible oilHoil ca#es and basic metals+ partly due to

international commodity price pressures$ owever+ fiscal and monetary measures are being

ta#en to contain inflation and maintain high growth$

(espite 7upee appreciation+ e&ports continued to show a healthy growth+ rising by 23F in

dollar terms during 2**>*= against 22$AF in the previous year$ verall e&ports growth was

driven by petroleum and crude products+ gems and jewellery+ iron ore+ non>basmati rice+

cotton+ transport e%uipment+ etc$ oil imports

were led by capital goods+ chemicals and related products+ edible oils+ gold+ silver and pearls+

precious and semiprecious stones$ (ue to higher growth in imports than e&ports+ the trade

deficit widened by 3.$.F to 6SL =*$, bn during 2**>*= from 6SL .C$3 bn in the previous

year$

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The overall stance of 7B?s monetary and credit policy during the year was to ensure price

stability and financial system stability along with continuation of the growth momentum+

emphasis on credit %uality and credit delivery including financial inclusion$ (uring 2**>*=+

the Ban# 7ate+ 7epo and 7everse 7epo rates were #ept unchanged$ To manage the li%uidity

in the economy+ 7B raised the ash 7eserve 7atio four times: in !pril+ !ugust and

/ovember 2** from AF to $.*F$ n line with li%uidity tightening+ 0;7s and deposit rates

of major ban#s were hi#ed during the year$ 12$.F from

12$2.> 12$.*F+ deposit rates Dfor more than one year maturityE rose to =$2.>C$*F from $.>

C$*F in the previous financial year$ owever+ in the month of 'ebruary 2**=+ to #eep up the

growth momentum in the economy+ some ban#s announced cuts in their 0;7 and interest rate

on housing loans below 7s$2* la#h$

The tight monetary policy followed by 7B to control inflation and money supply had a

9oderating impact on credit growth+ which increased by 21$AF in 2**>*= against 2=$1F in

2**A>*$ (eposit growth also moderated to 22$2F in 2**>*= from 23$=F in 2**A>*$

'or the current year+ despite slowdown in the major economies of the world+ the ndian

economy will continue to grow at =>=$.F driven by investment$ (ue to a number of fiscal

and monetary measures ta#en by the 5overnment and 7B to put a chec# on prices+ inflation

is e&pected to come down to .>.$.F by 9arch 2**C$

/eed for a revolutionary approach towards privati)ation

/ationali)ed ban#s such as State Ban# f ndia DSBE+ though pygmies in the international

ban#ing mar#et+ are ban#ing behemoths of ndia$ They have branches spread over the entire

length and breadth of the country$ SB in particular is all>pervasive enjoying a sprawling

networ# of C*** branches$ ts blue and white shingle is visible to the smallest hamlet$ t has

assets understood to be worth about 7s2+22+.** crore DL.2 billionE$ SB has a very

conservative approach to accounting particularly when it comes to declaration of its assets$

0robably modesty does not permit the ban# to e&hibit its strengths$ n particular+ it has real

estate properties some of which are heritage sites all over the country$ These are estimated to

collectively command a value of 7s$3*+*** crores$ This+ it is believed+ does not get reflected

in its boo# of accounts$

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SB enjoys a monopoly of the government business$ The 7eserve Ban# of ndia owns about

A*F of the ban#?s e%uity$ To its credit+ SB mobili)ed L,$2 billion through the 7esurgent

ndia Bonds D7BE issue in just 3 months down the post>0o#hran sanction period$ This was

the difficult time when the international credit rating agencies had downgraded the country$

SB+ time and again+ does a rescue act in the fore& mar#et to contain any volatility of the

rupee$

SB was formed under the SB !ct in 1C.. with the ta#eover of mperial Ban# and

amalgamation of Ban# of Bengal+ Ban# of Bombay+ and Ban# of 9adras$ The government

mopped up around C3F of the e%uity+ leaving F to private ownership$ By this act the

e%uity of 7B cannot be diluted below ..F$

SB enjoys a pool of best managerial talent+ assured government business+ a countrywide

networ# of branches and strong brand credibility in the ndian mar#et$

But+ that numero uno position is sliding with the entry of slee#er private and foreign ban#s

into the ndian Ban#ing scene$ The ban# is continuously restructuring itself and for this+ they

even hire the services of foreign consultants but the pace has to be hastened$

intensive

products and ma#e their employees customer>friendly$

!nywhere+ round the cloc# and telephone ban#ing is still a far cry$ These computers at the

best remain only as des# ornaments$


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telecom sector will soon be revolutioni)ed$ >commerce+ telephone ban#ing+ consumer

ban#ing+ nternet ban#ing+ insurance et al are waiting just around the corner$ !t least in

major metros+ virtual ban#ing will soon ta#e>over from the bric#>mortar ban#s$

0rivati)ation and redit disbursement:

Tal#s about privati)ation of the ban#?s ownership have been initiated but the SB act of

1C.. does not permit 7B?s ownership to be diluted to below ..F$ This act is outdated and

needs to be re>addressed$ owever+ efforts have been initiated by SB to privati)e its non M

ban#ing subsidiaries li#e SB aps+ SB 5ilts+ SB 'unds 9anagement+ where SB?s

holding is about =.F of the e%uity$ But the pace has to be hastened so that investments thus

released can migrate to more important areas li#e development of new technologies and

products in customer service and service intensive areas$ 0rivati)ation also helps to

professionali)e the ban#s? day>to>day operation+ which will allow the management more

freedom in decision ma#ing during credit disbursement$

To aid privati)ation and effect a better price reali)ation+ the ban# is attempting to change M

over its accounting and reporting procedures to comply with 6S M 5!!0 norms$ This is a

prere%uisite for trying out the !(7 route+ as it is #nown that 6S mar#et is by far the

undisputed biggest mar#et and can offer the best price$ !t the moment+ the SB stoc# is

undervalued at 7s$2,* whereas e&perts e&pect 7s$3** would be a more realistic value$

!ction on this front at blit)#rieg pace is the need of the hour$

9anpower 7etraining and not 7etrenchment:

!s a hangover of the past socialistic mindset+ all the nationali)ed ban#s have e&cess

wor#force$ This is indeed a hot potato for the management of many enterprises and is

therefore being handled with #id gloves$ n ndia+ it is everyone?s worry to loo# at business

as a source of employment+ while ma#ing money is secondary$ n this ocean of manpower+

every institution does have its share of highly s#illed and talented manpower+ which

contribute to asset building$ t is the semi s#illed manpower having outdated s#ills+ which

form the e&cess baggage$ !ll ban#s must invest in re>training the manpower so that they can

migrate from the areas that will be vacated by computeri)ation$ The level of /on>

0erforming>!ssets D/0!sE is still at very high levels and to start with+ some of this e&cess

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manpower can cover areas of debt recovery$

!t the same time+ one should also ta#e note of the flight of talent from these nationali)ed

ban#s to newly set>up private and foreign ban#s$ !nd+ it is these new ban#s? top officials

after migrating from the government ban#s are targeting at the top corporate clients and thus

poaching into the corporate business+ which has been the mainstay of the nationali)ed ban#s$

This will soon become a problem of serious proportion unless the ban#s initiate steps to

stem the flow$ t is difficult+ to e&clusively address the problem of e&cess manpower by

schemes such as voluntary retrenchment scheme D-7SE because while attempting to remove

dead wood+ talent also ta#es an e&it$ 9any industries have faced this problem$ !lso it will be

over simplicity to state that the salaries should be raised because that will only start a wage

war$ nstead+ the ban#s should involve the services of international consultants speciali)ed in

this field and ta#e a holistic view of the problem$ 7etraining and 7ationali)ation of

manpower commands higher priority over 7etrenchment of manpower$

/ew 0roducts and /ew technologies:

/ationali)ed ban#s have generally been preoccupied with treasury business$ The new

product areas that re%uire greater penetration are personal ban#ing+ housing finance+

consumer durable finance+ auto>finance+ internet ban#ing+ insurance+ telephone ban#ing et

al$ (evelopment of these new areas call for heavy investments and this cash > flow can only

generated by privati)ation$ n addition+ surplus manpower once retrained can be absorbed in

the new ventures$

!ll nationali)ed ban#s and SB in particular has the advantage of vast networ# of branches

and can therefore carry the new business to the remotest corner+ but to ma#e this presence

felt the ban#s have to move at blit)#rieg pace$

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-ANKING IN THE NEW MILLENI%M

The ban#ing environment has suddenly become %uite challenging after the sub prime crisis

that surfaced last year and which has resulted in an unprecedented global li%uidity crunch$

The flattening of the world has dramatically impacted both the dynamics and the pace of

global ban#ing business$ 9ergers+ ac%uisitions+ consolidation+ e&pansion+ diversification of

lines of business+ shifting customer orientation and the changing regulatory environment are

building up the pressure for ban#s to e&plore new possibilities by abandoning the familiar and

embracing the unconventional$ ompetition is compelling ban#s to be agile and innovate

everyday$ n this milieu+ what really enables ban#s to build a lasting competitive advantage is

the ability to continuously innovate+ achieve differentiation and respond %uic#ly to dynamicbusiness challenges$

The ban#ing sector has witnessed wide ranging changes under the influence of the financial

Sector reforms initiated during 2**=$ The approach to such reforms in ndia has been one of

gradual and non>disruptive progress through a consultative process$ The emphasis has been

on deregulation and opening up the ban#ing sector to mar#et forces$ The 7eserve Ban# has

been consistently wor#ing towards the establishment of an enabling regulatory framewor#

with prompt and effective supervision as well as the development of technological and

institutional infrastructure$ 0ersistent efforts have been made towards adoption of

international benchmar#s as appropriate to ndian conditions$ si)e businessK corporate ban#ing dealing with large

business entitiesK private ban#ing+ providing wealth management services to igh /et


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TECHNOLOGICAL DE5ELO)MENTS:

Technology has brought about strategic transformation in the wor#ing of ban#s$ enabled$ !ll the services that

the ban# has permitted on the internet are displayed in menu$ !ny service can be selected and

further interaction is dictated by the nature of service$ The traditional branch model of ban# is

now giving place to an alternative delivery channels with !T9 networ#$ nce the branch

offices of ban# are interconnected through terrestrial or satellite lin#s+ there would be no

physical identity for any branch$

I"ter"et ba"i"# i" I"'ia

The 7eserve Ban# of ndia constituted a wor#ing group on nternet Ban#ing$ The group

divided the internet ban#ing products in ndia into 3 types based on the levels of access

granted$ They are:

nformation nly System: 5eneral purpose information li#e interest rates+ branch location+

ban# products and their features+ loan and deposit calculations are provided in the ban#s

website$

lectronic nformation Transfer System: The system provides customer> specific information

in the form of account balances+ transaction details+ and statement of accounts$

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'ully lectronic Transactional System: This system allows bi>directional capabilities$

Transactions can be submitted by the customer for online update$ This system re%uires high

degree of security and control

!utomated Teller 9achine D!T9E: !T9 is designed to perform the most important function

of ban#$ t is operated by plastic card with its special features$ The plastic card is replacing

che%ue+ personal attendance of the customer+ ban#ing hour?s restrictions and paper based

verification$

redit ardsH(ebit ards: The redit ard holder is empowered to spend wherever and

whenever he wants with his redit ard within the limits fi&ed by his ban#$ redit ard is a

post paid card$ (ebit ard+ on the other hand+ is a prepaid card with some stored value$

Smart ard: Ban#s are adding chips to their current magnetic stripe cards to enhance security

and offer new service+ called Smart ards$ Smart ards allow thousands of times of

information storable on magnetic stripe cards$

Core -a"i"# So!,tio"s

ore Ban#ing Solutions is new jargon fre%uently used in ban#ing circles$ The advancement

in technology especially internet and information technology has led to new way of doing

business in ban#ing$ The technologies have cut down time+ wor#ing simultaneously on

different issues and increased efficiency$ The platform where communication technology and

information technology are merged to suit core needs of ban#ing is #nown as ore Ban#ing

Solutions$ ere computer software is developed to perform core operations of ban#ing li#e

recording of transactions+ passboo# maintenance+ interest calculations on loans and deposits+

customer records+ balance of payments and withdrawal are done$

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Rea! Tie Gross Sett!ee"t ;RTGS1.*bps in

@une?*= and Q1'8*C

/9s should see a marginal improvement in Q2 on account of 0;7 hi#es

owever+ as deposit re>pricing #ic#s in with a lag effect+ /9s may again come under

pressure$

Cre'it sprea's sa a 'ec!i"e a*ter a !o"# tie

!fter a long time+ the sector saw a decline in credit spreads D8ield on advances M ost

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of depositsE

(ecline in credit spreads was largely due to inability of most ban#s to raise 0;7 in Q1

even as interest rates were rising

BB+ B+ orpban# and B saw substantial fall in yields on credit boo#+ resultingin compression of credit spreads

anban#+ 0/B+ 6nion Ban# saw se%uential improvement in credit spreads in Q1

CASA sa a ie' tre"'

!mong 0ublic Sector Ban#s D0SBsE+ SB+ anara and 6nion saw marginal

improvement in !S! on 8o8 basis

thers li#e BB+ B+ B saw a decline on 8o8 basis

!mong private ban#s+ !"S ban# lost out due to B0 merger+ Ban# saw

improvement both on 8o8 and se%uential basis

Overa!! cre'it #roth as rob,st

!mong 0SBs B+ BB+ SB and B saw above 3*F growth$ anban#+ 6nion and

0/B were more moderate at 1A>2*F

!mong 0rivate ban#s+ e&cept for + most showed above ,*F growth

ven for + consolidated boo# Dincluding overseas boo#E grew 2*F 8o8

Cre'it #roth has bee" ver( rob,st at 29 i"6. a#ai"st 27/9 !ast (ear

-a"s hich it"esse' hi#h cre'it #roth

!&is+ !"S Ban# and 8es Ban# among private

BB+ B and SB among 0SBs

S-I shoe' a rob,st #roth across a!! se#e"tsB ecept *or ort#a#es

nternational credit grew ,AF 8o8

S9 credit grew 23F 8o8

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9id orporate credit grew 31F 8o8

ome ;oans grew 1F 8o8

!&is among the private ban#s and Bo amongst

0SBs continues to deliver high / growth

redit growth of + anara+ 6nion+ 0/B+ B was lower than the average

IN -ANKING SECTOR

/on 0erforming !ssets

apital !de%uacy 7atio

Q 7atio

R Score

Shareholding 0attern of the Ban#s

0S 5rowth 7ate

7eserves with 7B to Total !ssets 7atio

Business per mployee P 0rofit 0er mployee

Total ;iability to /et


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!0T7 2

/T7(6T/ T SB !/( !"S

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S T A T E - A N K O$ I N D I A

State Ban# of ndia?s operating profit and net profit for Q2?*C surged

.,$.F and ,*$2F yoy+ respectively+ e&hibiting a strong performance$

A'va"ces #roth to s!o 'o": SB recorded a handsome 3F yoy growth in

advances+ translating into an 1=F se%uential growth in the first half$ owever+ this

momentum is li#ely to decelerate considerably in the second half of 2**=>*C$

Rob,st rise i" 'eposits: State Ban# of ndia?s deposit base surged

2=F yoy and its !S! ratio improved from 3C$,.F to 3C$1F over the same period$

n a %uarterly basis+ the ban#?s deposits grew by 1*$3F$

Iprovee"t i" the cre'it1'eposit ratio: The Ban#?s credit>deposit ratio

increased from A=$CF in Q2?*= to 3$=F this %uarter$ This was following a

robust 3F yoy increase in advances+ which e&ceeded the 2=F growth in deposits

over the same period$

I"crease i" the NII a"' NIM: SB?s net interest income D/E increased by ,.F yoy

to reach 7s$ .,$A bn$

)ro*itabi!it(: The Ban #? s 7 decli ned f rom 1 $3= F for 1? *= to 1,$A3F for

1?*C$ The return on assets Dannuali)edE+ however+ increased from *$CCF in

Q2?*= to 1$13F in Q2?*C$

3*


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The State Ban# of ndia+ the country?s oldest Ban# and a premier in terms of balance

sheet si)e+ number of branches+ mar#et capitali)ation and profits is today going through a

momentous phase of hange and Transformation M the two hundred year old 0ublic

sector behemoth is today stirring out of its 0ublic Sector legacy and moving with an

agility to give the 0rivate and 'oreign Ban#s a run for their money$

The ban# is entering into many new businesses with strategic tie ups M 0ension 'unds+

5eneral nsurance+ ustodial Services+ 0rivate %uity+ 9obile Ban#ing+ 0oint of Sale

9erchant !c%uisition+ !dvisory Services+ structured products etc M each one of these

initiatives having a huge potential for growth$

The Ban# is forging ahead with cutting edge technology and innovative new ban#ing

models+ to e&pand its 7ural Ban#ing base+ loo#ing at the vast untapped potential in the

hinterland and proposes to cover 1**+*** villages in the ne&t two years$

t is also focusing at the top end of the mar#et+ on whole sale ban#ing capabilities to

provide ndia?s growing mid H large orporate with a complete array of products and

services$ t is consolidating its global treasury operations and entering into structured

products and derivative instruments$ Today+ the Ban# is the largest provider of

infrastructure debt and the largest arranger of e&ternal commercial borrowings in the

country$ t is the only ndian ban# to feature in the 'ortune .** list$

The Ban# is changing outdated front and bac# end processes to modern customer

friendly processes to help improve the total customer e&perience$


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forming a formidable group in the ndian Ban#ing

scenario$ t is in the process of raising capital for its growth and also consolidating its

various holdings$

Throughout all this change+ the Ban# is also attempting to change old mindsets+ attitudes

and ta#e all employees together on this e&citing road to Transformation$ n a recently

concluded mass internal communication programme termed G0arivartan? the Ban# rolled

out over 33** two day wor#shops across the country and covered over 13*+***

employees in a period of 1** days using about ,** Trainers+ to drive home the message

of hange and inclusiveness$ The wor#shops fired the imagination of the employees with

some other ban#s in ndia as well as other 0ublic Sector rgani)ations see#ing to emulate

the programme$

A-O%T S-I:

The State Ban# of ndia+ the country?s oldest Ban# and a premier in terms of balancesheet si)e+ number of branches+ mar#et capitali)ation and profits is today going

32


33/58

through a momentous phase of hange and Transformation M the two hundred year

old 0ublic sector behemoth is today stirring out of its 0ublic Sector legacy and

moving with an agility to give the 0rivate and 'oreign Ban#s a run for their money$

The Ban# is forging ahead with cutting edge technology and innovative new ban#ing

models+ to e&pand its 7ural Ban#ing base+ loo#ing at the vast untapped potential in

the hinterland and proposes to cover 1**+*** villages in the ne&t two years$

t is also focusing at the top end of the mar#et+ on whole sale ban#ing capabilities to

provide ndia?s growing mid H large orporate with a complete array of products and

services$ t is consolidating its global treasury operations and entering into structured

products and derivative instruments$ Today+ the Ban# is the largest provider of

infrastructure debt and the largest arranger of e&ternal commercial borrowings in the

country$ t is the only ndian ban# to feature in the 'ortune .** list$

The Ban# is changing outdated front and bac# end processes to modern customer

friendly processes to help improve the total customer e&perience$


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has also Subsidiaries in ndia M SB apital 9ar#ets+ SB!0 Securities+ SB

('+ SB 'actors+ SB ;ife and SB ards > forming a formidable group in the

ndian Ban#ing scenario$ t is in the process of raising capital for its growth and also

consolidating its various holdings$

KE& AREAS O$ O)ERATION:

The business operations of SB can be broadly classified into the #ey income generating

areas such as /ational Ban#ing+ nternational Ban#ing+ orporate Ban#ing+ P Treasury

operations$ The functioning of some of the #ey divisions is enumerated below:

a< COR)ORATE -ANKING

The corporate ban#ing segment of the ban# has total business of around 7s1+1C3bn$

SB has created various Strategic Business 6nits DSB6E in order to streamline its

operations$

These SB6s are as follows:

orporate !ccounts

;easing

0roject 'inance

9id orporate 5roup

Stressed !ssets 9anagement

b< NATIONAL -ANKING

3,


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The national ban#ing group has 1, administrative circles encompassing a vast

networ# of C+1 branches+ , sub>offices+ 12 e&change bureaus+ 1*, satellite offices

and AC e&tension counters+ to reach out to customers+ even in the remotest corners of

the country$ ut of the total branches+ =*C are speciali)ed branches$

This group consists of four business group which are enumerated below:

0ersonal Ban#ing SB6

Small P 9edium nterprises

!gricultural Ban#ing

5overnment Ban#ing

c< INTERNATIONAL -ANKING

SB has a networ# of 3 overseas offices in 3* countries in all time )ones and

correspondent relationship with .2* international ban#s in 123 countries$ The ban# is

#een to implement core ban#ing solution to its international branches also$ (uring

'8*A+ 2. foreign offices were successfully switched over to 'inacle software$ SB has

installed !T9s at 9ale+ 9uscat and olombo ffices$ n recent years+ SB ac%uired

AF shareholding in 5iro ommercial Ban# ;imited in 4enya and 0T ndomone&

Ban# ;td$ in ndonesia$ The ban# incorporated a company SB Botswana ;td$ at

5aborone$

'< TREAS%R&

3.


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The ban# manages an integrated treasury covering both domestic and foreign

e&change mar#ets$ n recent years+ the treasury operation of the ban# has become

more active amidst rising interest rate scenario+ robust credit growth and li%uidity

constraints$ The ban# diversified its operations more actively into alternative assets

classes with a view to diversify the portfolio and build alternative revenue streams in

order to offset the losses in fi&ed income portfolio$ 7eorgani)ation of the treasury

processes at domestic and global levels is also being underta#en to leverage on the

operational synergy between business units and networ#$ The reorgani)ation see#s to

enhance the efficiencies in use of manpower resources and increase maneuverability

of ban#s operations in the mar#ets both domestic as well as international$

e< ASSOCIATES S%-SIDIARIES

The State Ban# 5roup with a networ# of 1,+*A1 branches including ,+.. branches of

its seven !ssociate Ban#s dominates the ban#ing industry in ndia$ n addition to

ban#ing+ the 5roup+ through its various subsidiaries+ provides a whole range of

financial services which includes ;ife nsurance+ 9erchant Ban#ing+ 9utual 'unds+

redit ard+ 'actoring+ Security trading and primary dealership in the 9oney 9ar#et$

e$1E !ssociates Ban#s:

SB has seven associate ban#s namely

State Ban# of ndore

State Ban# of Travancore

State Ban# of Bi#aner and @aipur

State Ban# of 9ysore

State Ban# of 0atiala

State Ban# of yderabad

State Ban# of Saurashtra

3A


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!ll associate ban#s have migrated to ore Ban#ing DBSE platform$ Single window

delivery system has been introduced in all associate ban#s$ SB?s seven associate

ban#s are the first amongst the public sector ban#s in ndia to get fully networ#ed

through BS+ providing anytime>anywhere ban#ing to its customers to facilitate a

bou%uet of innovative customer offerings$

e$2E /on>Ban#ing SubsidiariesH@oint -entures

iE SB ;ife:

iiE SB apital 9ar#ets ;imited DSB!0E

iiiE SB (' ;T(

ivE SB ards P 0ayments Services 0vt$ ;td$ DSBS0;E

vE SB 'unds 9anagement D0E ;td$ DSB'90;E

fE uman 7esources

NON -ANKING S%-SIDIARIES:

The Ban# has the following /on>Ban#ing Subsidiaries in ndia :

SB apital 9ar#ets ;td

SB 'unds 9anagement 0vt ;td

SB 'actors P ommercial Services 0vt ;td

3
http://www.onlinesbi.com/


38/58

A3IS -ANK

A3IS-a":

!&is Ban# was the first of the new private ban#s to have begun

operations in 1CC,+ after the 5overnment of ndia allowed new private ban#s to be

established$ The Ban# was promoted jointly by the !dministrator of the specified

underta#ing of the 6nit Trust of ndia D6T > E+ ;ife nsurance orporation of ndia

D;E and 5eneral nsurance orporation of ndia D5E and other four 0S6

insurance companies+ i$e$ /ational nsurance ompany ;td$+ The /ew ndia

!ssurance ompany ;td$+ The riental nsurance ompany ;td$ and 6nited ndia

nsurance ompany ;td$

The Ban# today is capitali)ed to the e&tent of 7s$ ,*3$A3 crores with the

public holding Dother than promoters and 5(7sE at .3$2F$

The Ban#Ns 7egistered ffice is at !hmedabad and its entral ffice is

located at 9umbai$ The Ban# has a very wide networ# of more than =CA branches and

&tension ounters Das on 31st (ecember 2**CE$ The Ban# has a networ# of over

,*.. !T9s Das on 31st (ecember 2**CE providing 2, hrs a day ban#ing convenience

to its customers$ This is one of the largest !T9 networ#s in the country$

The Ban# has strengths in both retail and corporate ban#ing and is committed

to adopting the best industry practices internationally in order to achieve e&cellence$

)rooters

!&is Ban# ;td$ has been promoted by the largest and the best 'inancial

nstitution of the country+ 6T$ The Ban# was set up with a capital of 7s$ 11.

3=


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crore+ with 6T contributing 7s$ 1** crore+ ; > 7s$ $. crore and 5 and its

four subsidiaries contributing 7s$ 1$. crore each$

Shareho!'i"# 27/>@

rstwhile 6nit Trust of ndia was set up as a body corporate under the 6T

!ct+ 1CA3+ with a view to encourage savings and investment$ n (ecember 2**2+ the

6T !ct+ 1CA3 was repealed with the passage of 6nit Trust of ndia DTransfer of

6nderta#ing and 7epealE !ct+ 2**2 by the 0arliament+ paving the way for the

bifurcation of 6T into 2 entities+ 6T> and 6T> with effect from 1st 'ebruary

2*11$ n accordance with the !ct+ the 6nderta#ing specified as 6T has been

transferred and vested in the !dministrator of the Specified 6nderta#ing of the 6nit

Trust of ndia DS66TE+ who manages assured return schemes along with A$.F 6S>

A, Bonds+ A$A*F !7S Bonds with a 6nit apital of over 7s$ 1,1A$.C crores$

The 5overnment of ndia has currently appointed Shri 4$ /$ 0rithviraj as the

!dministrator of the Specified underta#ing of 6T+ to loo# after and administer the

schemes under 6T > + where 5overnment has continuing obligations andcommitments to the investors+ which it will uphold$

-a"i"# )rivi!e#es

)riorit( -a"i"# Lo,"#e:

!s a 0riority ban#ing customer you will have access to an e&clusive N0riority Ban#ing

;oungeN at branches$ This will allow you to conduct your financial transactions in

utmost comfort and confidentiality through an e&clusive 7elationship 9anager$

De'icate' Re!atio"ship Ma"a#er:

8ou will enjoy access to a dedicated 7elationship 9anager who will be your

one point contact at branch for all your ban#ing transactions thus ensuring that you

would neither have to move from one counter to the other nor stand in %ueues to await

your turn$

3C


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Hoe -a"i"#:

&perience the convenience of our home ban#ing facilities$ !vail of free cash and

che%ue pic#>up and delivery at your office or residence$

Ec!,sive )riorit( -a"i"# I"ter"atio"a! Debit car':

This card allows you free access to all -S! !T9s in ndia$ The card also comes

with higher !T9 withdrawal limits+ higher 0S transaction limits at merchant

establishments+ enhanced insurance cover and a host of special discounts and offers$

8ou also get 0referential nterest 7ates and lowered 0rocessing 'ees on select 7etail

;oans$

Other -a"i"# )rivi!e#es:

njoy a host of ban#ing privileges li#e free at>par che%ues+ demand drafts and pay

orders+ free passboo# updates and monthly statements$

8ou would also be entitled to two free minor accounts+ one free outward remittance

per %uarter and free 9obile ban#ing$

!s a 0riority Ban#ing customer+ there would be no issuance charges on !&is Ban#Ns

Travel urrency ard$

I"veste"t )rivi!e#es

!vail of assistance in financial planning$ nvestment advice+ mar#et

information reports+ and invitations to investor meets are offered complimentary toyou$

Li*est(!e )rivi!e#es

owever+ itNs not all about just financial services$ especially for our 0riority Ban#ing customers

,*


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Go!' Cre'it Car'

!s an added privilege+ 0riority Ban#ing customers may also apply for a 5old

Standard redit ard and 5old Standard Secured redit ard without any additional

fee+ subject to the applicable terms and conditions$

0riority Ban#ing customers would also be eligible for a .*F reduction on the

ssuance 'ee of 5old 0lus redit ard and 5old 0lus Secured redit ard$ 7s$ .**

will be charged as the annual maintenance charge for 0riority Ban#ing customers+

subject to the applicable terms and conditions $

A-O%T A3IS -ANKFS )RO$ILE

Abo,t A3IS -a"

The 6nit Trust f ndia D6TE is a statutory public sector investment institution set up in

1CA,$

t mobili)es the savings of the community through the sale of its units under its various unit

schemes$$The$resources thus mobili)ed are invested by the 6T mainly in the shares and

debentures of the companies$ ncome received from this investment+ after meeting the

e&penses of the Trust+ is distributed to unit holders annually as dividend$

The 6nit Trust f ndia has introduced a number of 6nit schemes so far+ the 6nit

scheme+1CA,+the 6nit ;in#ed nsurance 0lan+ 1C1+ 6nit Scheme for haritable and

7eligious Trusts and 7egistered Societies+ 1C=1+ the ncome 6nit Scheme+ 1C=2+ 9onthly

ncome 6nit Scheme+ 1C=3 and 5rowth and ncome 6nit Scheme+ 1C=3$

,1


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GOAL AND O-ECTI5ES

-,si"ess Objectives

The primary objective of !"S is to enhance residential housing stoc# in the country

through the provision of housing finance in a systematic and professional manner+ and to

promote home ownership$ !nother objective is to increase the flow of resources to the

housing sector by integrating the housing finance sector with the overall domestic

financial mar#ets$

Or#a"iatio"a! Goa!s

A3ISFs ai" #oa!sare as *o!!os:

(evelop close relationships with individual households+

9aintain its position as the premier housing finance institution in the country+

Transform ideas into viable and creative solutions+

0rovide consistently high returns to shareholders+ and

To grow through diversification by leveraging off the e&isting client base$

,2


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!0T7 3

S7- Q6!;T8

,3


44/58

SER5ICE AND ITS CHARACTERISTICS

Ban#s are investing a lot of money on web technologies and are therefore e&pecting

numerous benefits on their investments$ The intensifying competition on today?s mar#et

has forced

ban#s to see# profitable ways to differentiate themselves$ ompanies have moved their

focus from products and services toward a customer>centered focus as a tool to gain

competitive advantages and a great return on already made investments$The success in

these customer> centered businesses is to deliver high service %uality$

!lready in the

end of the 1C=*?s researchers were determined that if the companies wanted to succeed

they needed to give the development of service %uality the highest priority$

The

delivery of high service is a challenging tas# and to provide their customers with high

service %uality companies must

#now what their customers want and need$ Because of factors that are uni%ue to

services+ companies face difficulties while delivering service %uality: intangibility+

heterogeneity+ inseparability and perishability$

Because services are intangible they can

not be felt+ smelled

or tasted which ma#es it hard for customers to evaluate the service %uality$

'urthermore+ services are not possible to store for later use+ they are consumed

immediately$ Therefore

companies need to offer other visible indicators where customers could evaluate the

delivered service %uality$ Services heterogeneity means that services are not produced

by single unit and then distributed to customers$ This means that the %uality of services

varies depending on who provides them as well as when+ where and how services are

provided$

ere the focus is on the employee and the way in which the service is delivered and

perceived by the customer will depend on the employee$ Services are perishable which

means that they are consumed when they are provided and can not be stored$ Service

has many definitions+ one definition has been chosen that describe it in summary: A

service issomething that can be bought and sold, but which you cannot drop on your

foot.

Both managers and academic researchers have in recent years given a great deal

of interest in measurement of customer satisfaction and perceived service %uality$

Spreng et al D1CCAE discuss the difference between customer satisfaction and perceivedservice %uality and suggest that these are not the same and that companies need to ta#e

,,


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both into consideration$ This because companies need to #now whether they should

focus on having satisfied customers or to deliver the ma&imum service %uality$

0erceived service %uality is according to 0arasuraman et al Ia global judgment of, or,

attitude relating to the superiority of the serviceJ

and this definition can be found in

other service literature$ The definition of the customer satisfaction has not the same

clear definition but Spreng et al use the definition Ian evaluative, affective or emotional

response$J

GA)S ANAL&SIS

The #nowledge of how to measure service %uality is of great importance for the

companies if they want to succeed on the today?s competitive mar#et$ The

measurement of perceived service %uality derives from the 5ap analysis+ which was

originally conducted during the end of the 1C=*?s$ The 5ap analysis was developed to

help managers analy)e the sources for %uality problems but also to help them in

understanding how to improve the service %uality$ The first gap in the analyses is due

to the lac# of managers understandings about the perceived service %uality$ t states

that managers have incorrect understanding of what their customers want and need+ e$g$

because of wrong information from customers surveys$ The second gap is about service

characteristics not complying with management understanding and customers?

e&pectations$ This may arise due to lac#ing communication inside the organi)ation and

lac# of clear organi)ational goals$ t is due to the fact that the specific %uality is not

fulfilled during the production and deliverance of the service$ This gap usually occurs

when the employee and customer interact$ t occurs because employees are not ready to

deliver the good service %uality or that the %uality characteristics are not agreed upon

within the organi)ational culture$ The fourth gap deals with problems within themar#eting communication$ Therefore it is important to always give customers

appropriate and correct information$

The analysis simply describes how the gap

between e&pected and perceived service %uality arise from these four gaps while the

difference between the delivered and perceived service by customers is the fifth gap$

The goal for companies should be to minimi)e all the gaps as much as possible$ The

bigger the first four gaps are+ the bigger the fifth gap will be$ This means that the

perceived service %uality will be low and companies could fail in delivering high

service %uality$ Because of the 5ap analyses 0arasuraman et al designed S7-Q6!;+

,.


46/58


47/58

services online$ n this study e>ban#ing is merely about online services and therefore

this instrument is not an appropriate instrument of measurement$

t is important to note that much of the research that has been performed about service

%uality is deriving from S7-Q6!;$ 9any of the dimensions that construct the

instrument are adapted to the other instruments of measurements$ Technology+ which is

the major force in shaping the buyer>seller interaction+ is having an impact on the

service %uality$ ban#ing+ ban#s need to focus their attention on customers

and to understand customer?s attributes which they are using to judge service %uality$

,


48/58

!0T7 ,

48 '/(/5S

,=


49/58

!"S has more satisfaction level of respondents for dimensions tangibility and

empathyK whereas SB has more satisfaction level of respondents for remaining three

dimensions i$e$ reliability+ responsiveness+ and assurance$

9ost of the respondents for both the ban#s are less satisfied as far as visually

appealing physical facilities concerned and neat appearing employees are concerned$

The difference in score was more for SB+ so !"S was lagging more on reliability

dimension$

nsisting on error>free records the difference in score was huge for SB in comparison

to !"S$ !lso there is moderate difference in score for performing the service

correctly the first timefor SB over !"S$ ence !"S needs to improve on these

two factors as far as reliability dimension is concerned$

'or these three factors #eeping promise to do something by certain time+ providing the

service at the time the service was promised and+ performing the service correctly the

first time both the ban#s can improve the level of satisfaction as there were less

number of respondents who were satisfied$

'or employees telling customers e&actly what services will be performed difference is

so large for SB over !"S so !"S has to focus on this factor to improve score on

responsiveness dimension$


50/58

mployees telling customers e&actly what services will be performed and employees

are never to busy to respond to customers? re%uest for these two %uestions both the

ban#s had less satisfaction of customers so by focusing on this to factors they can

improve satisfaction level$

Both the ban#s are performing nearly same on dimension assurance+ as there was

slight difference in the score$

ustomers feeling safe in their transaction for this %uestion+ !"S has more number

of respondents which were moderate to highly satisfied level and for SB respondents

in satisfied )one were more but there were less number of respondents in moderate to

highly satisfied level so due to more numbers of respondents in satisfied level+ score

of SB is more$

mployees having enough #nowledge to answer customers? %uestions+ here both the

ban#s need to improve on this factor as there were more numbers of respondents in

level 3 and level , for both the ban#s+ so by focusing on this they can improve

satisfaction level of their customers$

SB has to improve in all the aspects for the dimension empathy as !"S is

performing well on this dimension$ 9ainly they have to focus on giving customers

individual attention and employees giving customers personal attention as they were

more lagging behind in these factors in comparison of !"S$

Both the ban#s need to improve its service for employees giving customers personal

attention+ operating hours convenient to all their customers+ having the customers?

best interest at heart and the employees understanding the specific needs of customers

as there were more numbers of respondents who were either not satisfied or less

satisfied$

.*


51/58

!0T7 .

799/(!T/S

.1


52/58

A3IS:

!"S needs to improve on mainly these three factors i$e$ 0romise+ (oing it right and

ompetency as these factors are more important for ban#ing industry and they are

lagging on these factors as compared to SB$

!"S should maintain these four factors i$e$ 0romptness+


53/58

SB should concentrate on employees always being willing to help customers+ on

giving customers individual attention+ on employees giving customers personal

attention$

!s SB is performing poorly in all the aspect of empathy dimension+ so SB should

concentrate on this dimension more$

SB should maintain these five factors i$e$ !ppearance+ 0romises+ (oing it right+

ompetency+ and !pproachable in these factors either SB is performing well or

doing up to the mar# and these four factors are important for ban#ing industry$

SB should deemphasi)e on factor 0romptness as in this factor they are performing

well+ but these factors have less importance as compared to other factors$

-OTH A3IS AND S-I:

Both the ban#s should increase satisfaction level of their customers by mainly

focusing on following factors:

4eeping promise to do something by certain time$

0roviding services at the time the service was promised$

0erforming the services correctly the first time$

!s on above factor+ most of the respondents shows neither satisfied nor dissatisfied+

so by improving this factors satisfaction level can be improve$

.3


54/58

!0T7 A

.,


55/58

/;6S/

1E !"S is doing well on the tangibility and empathy dimension+ whereas SB

performing well on reliability+ responsiveness and assurance dimensions$

2E 9ainly SB is doing well on insisting on error free record+ employees telling

customers e&actly what service will be performed and employees are never too busy

to respond to customers?$

..


56/58

3E


57/58

.E ideas$repec$orgHaHipfHfinteoHv31y2*11i2p1=.>2*1

AE mar#eting$byu$eduHdownloadHmeasurementanalysisHserv%ual

E http:HHareas$#enan>flagler$unc$eduH9ar#etingH'acultyStaffH)eithamlHSelected

F2*0ublicationsHS7-Q6!;>F2*!F2*9ultiple>temF2*ScaleF2*for

F2*9easuringF2*onsumerF2*0erceptionsF2*ofF2*ServiceF2*Quality$pdf

=E business$mapsofindia$comHban#s>in>india

CE rbidocs$rbi$org$inHrdocsHSpeechesH0('sH=A1A*$pdf

1*E www$researchandmar#ets$comHreportsH,*2*HindianVban#ingVindustry

11E www$mc#insey$comHlocationsHindiaHmc#inseyonindiaHpdfHindiaVban#ingV 2*1*$pdf

12E media$wiley$comHproductVdataHe&cerptH3,H*,13C31H*,13C313,$pdf

13E www$mar#etresearch$comHproductHdisplay$aspWproductidX21.A.=,PgX1

1,E www$sbi$co$inH

1.E www$!"Sban#$comH

1AE www$e&periencefestival$comHban#ingVinVindiaV>VcurrentVscenario

1E http:HHpmindia$nic$inHeacVreportV*C$pdf

.
http://www.experiencefestival.com/banking_in_india_-_current_scenariohttp://pmindia.nic.in/eac_report_09.pdfhttp://www.experiencefestival.com/banking_in_india_-_current_scenariohttp://pmindia.nic.in/eac_report_09.pdf


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Documents

Services Quality Analysis in SBI and Axis Bank(Awadesh)(1)