"A COMPARATIVE STUDY ON INVESTMENT BANKING INDIA by Pradeep Jariwal For More Topics Call 8233116967

A Project Study Report
On
A COMPARATIVE STUDY ON INVESTMENT BANKING INDIA
Submitted in partial fulfillment for the Award of degree of Master of Business Administration
SUBMITTED BY: Pradeep Kumar Jariwal MBA IV SEM
SUBMITTED TO:Mr.Rupesh Roshan singh (Assistant Professor)
SCHOOL OF MANAGEMENT SOBHASARIA GROUP OF INSTITUTION, SIKAR SESSION:-2010-2012
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ACKNOWLEDGEMENT
"The completion of any project depends upon the co-operation, co-ordination and combined efforts of several resources of knowledge, inspiration and energy I would like to thank my faculty Mr. Rupesh Roshan singh for his valuable support, guidance and expertise. In relation to the topic, which gives, me immense help at the project. I would like to heartiest thank to my family and friends who has helped me in completing my task to me satisfaction level.
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PREFACE
India is a developing country and we all know that banking sector plays a very important role. In development with the increasing use of banking and finance in every field, new trends in their technology and modern use are being evolved day to day to meet the requirements. In fact BANKING has become the need of today. The purpose of PROJECT REPORT is to expose the students in the market and in the field of banking, finance and investments and to develop the ability in the students to deal with all types of customers. Preparing project report in the summer vacations and undergoing the summer training is the indispensable part of the college period. It provides the opportunity to review what we have gained in the training period and also provides the way to convey the knowledge and ideas to others.
The present project provides the information on the STANDARD CHARTERED BANK. Learning is not possible in solitude and has to have the support and able guidance of some people around us in various roles and capacities. The satisfaction and euphoria that accompanies the successful completion of any task would be incomplete without the mention of the people who made it possible because success is the epitome of hard work, undeterred missionary zeal, fast determination, and consideration.
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Table of Content
1. Acknowledgement 2. Preface 3. Industry study
History History of Banking in India Board Governance structure Company History Ownership patterns Mergers & Acquisitions Divisions & Departments People Our highlights and achievements in 2008 Our priorities in 2009 Positioning for the future Consolidated Balance sheet Consolidated Profit & loss Account
4. Organization Structure
5. Financial profile
6. Products & Services
Saving accounts Current accounts Insurance & investment plans Citi Bank HSBC Bank American Express ABN AMRO Deutsche Bank Comparative analysis of standard chartered products with other multinational banks
7. Competitors
Operations
8. Application of Chi-square
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9. Introduction 10. Objectives 11. Methodology 12. Findings & Analysis
Questionnaire on Banks Questionnaire on Insurance Companies 13. Conclusion & Recommendation 14. References
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Overview of the Banking System
Until the 1950s, banking in India was carried on by a large number of banks, many of them quite small. India is still primarily an agricultural country, with an economic and social structure based largely on the village. The integration of banking has been impeded by poor communications, by illiteracy, and by the barriers of language and caste.
Modern banking in India is said to be developed during the British era. In the first half of the 19th century, the British East India Company established three banks the Bank of Bengal in 1809, the Bank of Bombay in 1840 and the Bank of Madras in 1843. But in the course of time these three banks were amalgamated to a new bank called Imperial Bank and later it was taken over by the State Bank of India in 1955. Allahabad Bank was the first fully Indian owned bank. The Reserve Bank of India was established in 1935 followed by other banks like Punjab National Bank, Bank of India, Canara Bank and Indian Bank. In 1969, 14 major banks were nationalized and in 1980, 6 major private sector banks were taken over by the government. Today, commercial banking system in India is divided into following categories.
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Central Bank The Reserve Bank of India is the central Bank that is fully owned by the Government. It is governed by a central board (headed by a Governor) appointed by the Central Government. It issues guidelines for the functioning of all banks operating within the country. Public Sector Banks a. State Bank of India and its associate banks called the State Bank Group b. 19 nationalized banks c. Regional rural banks mainly sponsored by public sector banks Private Sector Banks a. Old generation private banks b. New generation private banks c. Foreign banks operating in India d. Scheduled co-operative banks e. Non-scheduled banks Co-operative Sector The co-operative sector is very much useful for rural people. The co-operative banking sector is divided into the following categories. a. State co-operative Banks b. Central co-operative banks Development Banks/Financial Institutions
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IFCI IDBI ICICI IIBI NABARD Export-Import Bank of India National Housing Bank Small Industries Development Bank of India North Eastern Development Finance Corporation
Banking in India is so convenient and hassle free that one (individual, groups or whatever the case may be) can easily process transactions as and when required. The most common services offered by banks in India are as follow:
Bank accounts: It is the most common service of the banking sector. An individual can open a bank account which can be either savings, current or term deposits. Loans: You can approach all banks for different kinds of loans. It can be a home loan, car loan, personal loan, loan against shares and educational loans.
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Money Transfer: Banks can transfer money from one corner of the globe to the other by issuing demand drafts, money orders or cheques. Credit and debit cards: Most banks offer credit cards to their customers which can be used to purchase products and services, or borrow money. Lockers: Most banks have safe deposit lockers which can be used by the customers for storing valuables, like important documents or jewellery.
Structure of the Organized Banking Sector in India
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Banking service for NRIs: Non Resident Indians or NRIs can open accounts in almost all Indian banks. The three types of accounts that NRIs can open are:
o o o
Non-Resident (Ordinary) Account - NRO A/c Non-Resident (External) Rupee Account - NRE A/c Non-Resident (Foreign Currency) Account - FCNR A/c
Reserve Bank of India (RBI) The central bank of the country is the Reserve Bank of India (RBI). Reserve Bank of India was nationalized in the year 1949. The body of the central bank consists of the Governor and four Deputy Governors, one Government official from the Ministry of Finance, ten nominated Directors by the Government to give representation to important elements in the economic life of the country, and four nominated Directors by the Central Government to represent the four local Boards with the headquarters at Mumbai, Kolkata, Chennai and New Delhi. Local Boards consist of five members each Central Government appointed for a term of four years to represent territorial and economic interests and the interests of co-operative and indigenous banks. The need for bank is:

To regulate the issue of banknotes To maintain reserves with a view to securing monetary stability and To operate the credit and currency system of the country to its advantage.
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Functions of Reserve Bank of India The Reserve Bank of India performs all the important functions of a central bank. Bank of Issue The Bank has the sole right to issue bank notes of all denominations. The distribution of rupee notes and coins and small coins all over the country is undertaken by it as agent of the Government. The Reserve Bank has a separate Issue Department which is concerned with the issue of currency notes. The Reserve Bank of India is required to maintain gold and foreign exchange reserves of Ra. 200 crores, of which at least Rs. 115 crores should be in gold. The system as it exists today is known as the minimum reserve system. Banker to Government
The second important function of the Reserve Bank of India is to act as Government banker, agent and adviser. The Reserve Bank is agent of Central Government and of all State Governments in India excepting that of Jammu and Kashmir on all monetary and banking matters. The Reserve Bank has the obligation to transact Government business, via. to keep the cash balances as deposits free of interest, to receive and to make payments on behalf of the Government and to carry out their exchange remittances and other banking operations. It makes loans and advances to the States and local authorities
Bankers' Bank and Lender of the Last Resort
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The Reserve Bank of India acts as the bankers' bank. According to the provisions of the Banking Companies Act of 1949, every scheduled bank was required to maintain with the Reserve Bank a cash balance equivalent to 5% of its demand liabilities and 2 per cent of its time liabilities in India. By an amendment of 1962, the distinction between demand and time liabilities was abolished and banks have been asked to keep cash reserves equal to 8.25% per cent of their aggregate deposit liabilities. The minimum cash requirements can be changed by the Reserve Bank of India.
The scheduled banks can borrow from the Reserve Bank of India on the basis of eligible securities or get financial accommodation in times of need or stringency by rediscounting bills of exchange. Since commercial banks can always expect the Reserve Bank of India to come to their help in times of banking crisis the Reserve Bank becomes not only the banker's bank but also the lender of the last resort.
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Controller of Credit The Reserve Bank of India is the controller of credit i.e. it has the power to influence the volume of credit created by banks in India. It can do so through changing the Bank rate or through open market operations. It can ask any particular bank or the whole banking system not to lend to particular groups or persons on the basis of certain types of securities.
The Reserve Bank of India is armed with many more powers to control the Indian money market. Each scheduled bank must send a weekly return to the Reserve Bank showing, in detail, its assets and liabilities. This power of the Bank to call for information is also intended to give it effective control of the credit system. The Reserve Bank has also the power to inspect the accounts of any commercial bank.
The Reserve Bank of India, therefore, has the following powers: (a) It holds the cash reserves of all the scheduled banks. (b) It controls the credit operations of banks through quantitative and qualitative and calling for information. controls. (c) It controls the banking system through the system of licensing, inspection
(d) It acts as the lender of the last resort by providing rediscount facilities to scheduled banks.
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Supervisory functions In addition to its traditional central banking functions, the Reserve bank has certain non-monetary functions of the nature of supervision of banks and promotion of sound banking in India. RBI has wide powers of supervision and control over commercial and co-operative banks, relating to licensing and establishments, branch expansion, liquidity of their assets, management and methods of working, amalgamation, reconstruction, and liquidation. The RBI is authorised to carry out periodical inspections of the banks and to call for returns and necessary information from them. The supervisory functions of the RBI have helped a great deal in improving the standard of banking in India to develop on sound lines and to improve the methods of their operation
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History of Standard Chartered The Standard Chartered Group was formed in 1969 through a merger of two banks: The Standard Bank of British South Africa founded in 1863, and the Chartered Bank of India, Australia and China, founded in 1853. The Standard Bank was founded in the Cape Province of South Africa in 1862 by John Paterson. Commenced business in Port Elizabeth, South Africa, in January 1863. The Chartered Bank was founded by James Wilson following the grant of a Royal Charter by Queen Victoria in 1853.Chartered opened its first branches in Mumbai (Bombay), Calcutta and Shanghai in 1858, followed by Hong Kong and Singapore in 1859. This friendly merger allowed both banks to capitalise on the expansion of trade caused by the increased movement of goods from Europe to the East and Africa. In 1986 a hostile takeover bid was made for the Group by Lloyds Bank of the United Kingdom. When the bid was defeated, Standard Chartered entered a period of change. Provisions had to be made against third world debt exposure and loans to corporations and entrepreneurs who could not meet their commitments. Standard Chartered began a series of divestments notably in the United States and South Africa, and also entered into a number of asset sales. Since the early 90s, Standard Chartered has focused on developing its strong franchises in Asia, the Middle East and Africa, using its operations in the
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United Kingdom and North America to provide customers with a bridge between these markets. Bank also focused on consumer, corporate and institutional banking, as well as the provision of treasury services areas in which the Group has particular strength and expertise. In the new millennium we acquired Grindlays Bank from the ANZ Group and the Chase Consumer Banking operations in Hong Kong in 2000.
Standard Chartered Bank in India Standard Chartered is a London based international bank with significant operations in Asia, Africa, the Middle East and Latin America. The Standard Chartered Group was formed in 1969 through a merger of two banks: The Standard Bank of British South Africa founded in 1863, and the Chartered Bank of India, Australia and China, founded in 1853. Chartered Bank opened its first overseas branch in India, at Kolkata, on 12 April 1858. During that time Kolkata was the most important commercial city and was the hub of jute and indigo trades. With the opening of the Suez Canal in 1869 and the growth of cotton trade, Bombay replaced Kolkata as the main commercial center. Hence Standard Chartered shifted its main operations to Bombay. Today the Bank's branches and sub-branches in India are directed and administered from Bombay with Kolkata remaining an important trading and banking centre.
To cater to diverse financial needs, Standard Chartered offers a wide range of
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state-of-the-art banking products and services through its network of 90 branches in 31 cities across the country.
Some other fact about SCB
Over 50 nationalities are represented among our top 500 senior executives. SCB is the only international bank with over 90% profits from Asia, Africa, and the Middle-East. SCB is the only international bank with a long unbroken banking history in India and China. SCB is the largest international bank in India in terms of branch network and profits SCB is the only bank in the Falkland Islands. SCB is one of three note issuing banks in Hong Kong.
Principles and Value At Standard Chartered our success is built on teamwork, partnership and the diversity of our people. At the heart of our values lie diversity and inclusion. They are a fundamental part of our culture, and constitute a long-term priority in our aim to become the world's best international bank. Today we employ 73,000 people, representing 115 nationalities, and you'll find 61 nationalities among our 500 most senior leaders.
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We believe this diversity helps to fuel creativity and innovation, supporting the development of exciting new products and services for our customers worldwide. SCB Stand for Strategic intent

The world's best international bank Leading the way in Asia, Africa and the Middle East
Brand promise
Leading by Example to be The Right Partner
Values

Responsive Trustworthy International Creative Courageous
Approach
Participation - Focusing on attractive, growing markets where we can leverage our relationships and expertise Competitive positioning - Combining global capability, deep local knowledge and creativity to outperform our competitors
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Management Discipline - Continuously improving the way we work, balancing the pursuit of growth with firm control of costs and risks
Commitment to stakeholders
Customers Passionate about our customers' success, delighting them with the quality of our service
Our People Helping our people to grow, enabling individuals to make a difference and teams to win
Communities Trusted and caring, dedicated to making a difference
Investors A distinctive investment delivering outstanding performance and superior returns.
Regulators Exemplary governance and ethics wherever we are.
Products and Services Personal Banking:-
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Through our global network of over 1,700 branches and outlets, we offer personal financial solutions to meet the needs of more than 14 million customers across Asia, Africa and the Middle East.

Personal Banking Plans Accounts Debit Cards Prepaid Cards Credit Cards Loans Investment Services Insurance Online Services Special Offers NRI Accounts
Private Banking:Our Private Bank advisors and investment specialists provide customised solutions to meet the unique needs and aspirations of high net worth clients. Wholesale Banking:Headquartered in Singapore and London, with on-the-ground expertise that spans our global network, our Wholesale Banking division provides corporate and institutional clients with innovative solutions in trade finance, cash management, securities services, foreign exchange and risk management, capital raising, and corporate finance.
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SME Banking:SME Banking division offers a wide range of products and services to help small and medium-sized enterprises manage the demands of a growing business.

Term Loan Express Trade Trade Services & Working Capital Business Installment Loan International Trade Account Loan/Overdraft Against Property
Islamic Banking:Standard Chartered Saadiq's dedicated Islamic Banking team provides comprehensive international banking services and a wide range of Shariah compliant financial products that are based on Islamic values. Online Banking:Standard Chartered Online is an innovative Online Banking service that you can tailor to suit your precise banking needs. It gives you convenient, roundthe-clock banking services ranging from day-to-day account transfer transactions to real-time valuable financial information. Now you can manage your finances anytime, anywhere. Mobile Banking:-
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Standard Chartered Bank offer mobile banking to access your bank account anytime and from anywhere in the world. Features of mobile banking:
Balance Information View balances of your linked savings and current accounts Mini Statement Get details on the last 3 transactions carried out on your bank account Cheque Book Request You can now order for a cheque book from your Mobile Phone! Bank Statement Request Bank Statement requests can be placed through your Mobile phone
Different Types of Saving Account in Standard Chartered Bank Standard chartered Bank offers basically 6 different type of saving account. According to consumer needs it functioned and very useful. aXcess plus account Super value account Parivaar account No frills account aaSaan account 2-in-1 account Actually my survey has done in Metro city where only 4 types of saving account runs. No frills and aaSaan account are not for Metro cities.
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Establishment of Standard Chartered Bank around the world Country Year Established United Kingdom 1853 Australia Mexico, Oman Peru Jersey Brazil Venezuela Falkland Islands, Macau Taiwan Cameroon Nepal Vietnam Cambodia, South Africa Iran Colombia Laos, Argentina Nigeria Lebanon 1964 1968 1973 1978 1979 1980 1983 1985 1986 1987 1990 1992 1993 1995 1996 1999 2000 Country Year Established
China, India, Sri Lanka 1858 Hong Kong, Singapore 1859 Indonesia, Pakistan Philippines Malaysia Japan Zimbabwe The Gambia, Sierra Leone, Thailand Ghana Botswana USA Bangladesh Zambia Kenya Uganda Tanzania 1863 1872 1875 1880 1892 1894 1896 1897 1902 1905 1906 1911 1912 1917
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Bahrain Jordan Korea Qatar
1920 1925 1929 1950
Cote dIvoire Mauritius Turkey Afghanistan
2001 2002 2003 2004
Recent strategic alliances and acquisitions 2005 and 2006 were historic years as Bank achieved several milestones with a number of strategic alliances and acquisitions that will extend our customer or geographic reach and broaden our product range.
We completed, rebranded and successfully integrated SC First Bank in Korea, which to date is the biggest acquisition in our history. We completed full integration between Standard Chartered Bank Thailand and Standard Chartered Nakornthon Bank in October. We formed strategic alliances with Fleming Family & Partners to expand private wealth management in Asia and the Middle East. We acquired stakes in ACB Vietnam and Travelex. We acquired the business operations of American Express Bank in Bangladesh. We acquired a stake in Bohai Bank in Tianjin, China, making us the first foreign bank to be allowed a stake in a local bank in China. We acquired an additional 26% stake in Permata Bank through our consortium with PT Astra International, thus giving the consortium a total stake of 89%.
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1957 Eastern bank take over by Standard Chartered, 1965 Bank of West Africa acquired 1973 The Hodge Group was acquired in the Uk 1979 Union Bank of California Acquired 1983 - Standard Chartered Merchant bank Acquired Midland & International Banks Limited 1993 SCB acquires the First interstate bank of California 1996 SCB Cameroon becomes 100% subsidiary. 1999 SCB agrees to Acquire 89% of share Capital of Metropolitan Bank of Lebanon 2000 Grind lays bank acquired form ANZ bank 2000 Chase Manhattan Card Acquired in Hong Kong 2004 63 % Stake Acquired in Pemata bank 2005 Acquisition of Korea first bank in South Korea. 2006 Hsinchu International Bank Acquired We acquired a 25% stake in First Africa Group Holdings in June 2006. 2007 American Express Bank Acquired 2007 Acquisition of 74.9% Strategic Stake in Indias UTI Securities. 2007 Union Bank of Pakistan Acquired 2009 - SCB Kolkatas heritage building on Indian 5 Rupees Postal Stamp and England Letter Envelop 2010 -
Standard Chartered leading the way
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Standard Chartered PLC is listed on both the London Stock Exchange and the Hong Kong Stock Exchange and is consistently ranked in the top 25 among FTSE-100 companies by market capitalization. Standard Chartered has a history of over 150 years in banking and operates in many of the world's fastest-growing markets with an extensive global network of over 1,400 branches (including subsidiaries, associates and joint ventures) in over 50 countries in the Asia Pacific Region, South Asia, the Middle East, Africa, the United Kingdom and the Americas. As one of the world's most international banks, Standard Chartered employs almost 60,000 people, representing over 100 nationalities, worldwide. This diversity lies at the heart of the Bank's values and supports the Bank's growth as the world increasingly becomes one market. With strong organic growth supported by strategic alliances and acquisitions and driven by its strengths in the balance and diversity of its business, products, geography and people, Standard Chartered is well positioned in the emerging trade corridors of Asia, Africa and the Middle East. Standard Chartered derives over 90 per cent of profits from Asia, Africa and the Middle East. Serving both Consumer and Wholesale Banking customers worldwide, the Bank combines deep local knowledge with global capability to offer a wide range of innovative products and services as well as awardwinning solutions. Trusted across its network for its standard of governance and corporate responsibility, Standard Chartered takes a long term view of the consequences
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of its actions to ensure that the Bank builds a sustainable business through social inclusion, environmental protection and good governance. Standard Chartered is also committed to all its stakeholders by living its values in its approach towards managing its people, exceeding expectations of its customers, making a difference in communities and working with regulators. Great Place to Work Standard Chartered employs almost 60,000 people in 56 countries and territories, representing over 100 nationalities. Demographic changes, competition in our markets and our own rapid growth provide a bigger challenge than ever to attract, develop and engage our employees to continue to deliver strong results. As we grow, we believe our diverse and inclusive approach provides engaging opportunities for our employees to develop, both as individuals and as part of a team. We are committed to creating a healthy, safe and fulfilling work environment in which people can grow, individuals can make a difference and teams can win. Our approach to managing people is underpinned by four principles: A focus on managing talent to identify, reward and retain talented employees Building a strengths-based approach by providing the skills to develop individuals and teams by focusing on people's personal strengths
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A commitment to drive employee engagement through the development of exceptional managers with the skills to identify and build talent Creating a diverse and inclusive workplace that encourages our employees to achieve their potential and support our growth Priorities at Standard Chartered At Standard Chartered, we believe that our future success depends on our ability to deliver a sustainable business. Our 'building a sustainable business' strategy will help us take a long-term view of the implications of everything we do. This means taking responsible decisions that benefit our business, the economy, society and the environment and build the trust of all our stakeholders. Our 'building a sustainable business' strategy explicitly recognizes seven areas where we and our stakeholders believe we are most likely to make the greatest contribution to sustainability. They are: Sustainable lending making sure when we lend money we are aware of the environmental, social and governance risks attached to such decisions and that we take steps to address them Tackling financial crime making sure that we have the right systems in place to detect such things as fraud and money laundering and exceed, rather than simply meet, increasingly stringent legal requirements in this field
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Access to financial services making sure we develop new ways for those deprived of banking services to get proper access to finance so that they can improve their standard of living and economic independence Responsible selling & marketing making sure we treat customers fairly and set the highest standards in service and transparency Protecting the environment making sure we not only minimize our own direct impact on the environment but support others, such as customers, to do the same. We also want to support the development and commercialization of technologies and schemes that tackle environmental threats like climate change Great place to work making sure that with our people, who represent over 100 nationalities from over 50 countries, feel valued, included and engaged. We're determined to attract, develop and retain the best people and to leverage the strength the diversity of our people brings, which is an incomparable advantage Community investment making sure we involve our employees and utilise our core expertise, networks and resources to help communities develop and economies to grow
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Governance The governance structure we have set up for Sustainability provides strategic direction for the Bank and ensures we continue to make progress with our approach to sustainable development. The Corporate Responsibility and Community Committee sit at the top of this structure alongside the Remuneration, Audit and Risk, and Nomination Committees of our Board. It is supported by a Group Sustainability team, steering groups for specific programmes and our branches and offices in each country we operate in. The Committee is chaired by Mervyn Davies, the Group Chairman, and meets quarterly. It drives the Sustainability agenda at Standard Chartered and is responsible for responding to issues coming out of new Sustainability legislation, regulation, stakeholder guidance and reporting and for making sure our activities are aligned with our overall business strategy. It also ensures we publish a Sustainability report, supported by accurate data, each year, in line with best practice. A dedicated Sustainability team, based in the London office, supports the Committee, the Business and other Group functions. The role of the team is to talk with stakeholders, monitor good practice and flag up potential trends and emerging issues. It co-ordinates the collection of data and is responsible for our annual Sustainability Review and web site, participating in thought leadership events and raising our Sustainability profile outside the Bank.
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Nine Steering Groups or Committees put the Bank's strategy into action, coordinate Group-wide initiatives and provide policy recommendations to the Board, its various committees or the Corporate Responsibility and Community Committee. They are: Strategic Sourcing and Vendor Management Committee Diversity Council Environmental Steering Group Health and Safety Steering Group Group Risk Committee Reputation Risk Committees Seeing is Believing Committee Living with HIV Advisory Committee Community Partnership Boards Because our business is spread across the globe in very different market places, each Country Head is responsible for identifying and responding to local Sustainability issues. It is the responsibility of each business unit to adhere to policies that have been set on a global basis. Where local standards exceed group set policies, the higher standard is adopted. Engagement Helping stakeholders understand the way we operate and the challenges we face is fundamental to making progress with our 'building a sustainable business' strategy.
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Engagement is a word used by many organizations, but it means something very specific to Standard Chartered. It is the way we go about communicating with three distinct but interconnected audiences: Our own employees we want them to really understand what "Building a sustainable business" means People and organizations that use or influence our products and services we want to work closely with them to develop and promote sustainable services People and organizations that have the power to make a wider difference we want to use our geographic reach to promote the need for sustainable development We have been working on our stakeholder engagement programme for some years. Work in this area has recently increased as continue to build a clearer picture of our global stakeholder audience including government departments and agencies, socially responsible investors, academic institutions, business associations and non-governmental organisations. In 2006 we invited 60 of our key stakeholders to help us develop our 'building a sustainable business' strategy. Their contributions many of which are included in our 2006 Sustainability Review helped us decide what our sustainable development priorities should be. Building a truly relevant stakeholder network is challenging, however, it is extremely important that we continue to build our network in the years ahead.
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One-Stop Range of Products and Services We have a full range of foreign exchange and risk management solutions to meet the needs of clients across the world.
Standard Chartered Alternate Investment Group Standard Chartered Bank's Alternate Investment Group focuses on distressed and high-yield opportunities by investing in senior debt, mezzanine or equity instruments. In addition, it provide asset management services to investment banks, financial institutions and value investors as well as advisory services to companies in financial distress or requiring assistance with their capital structure. Our Business
Investments.Our investment program is aimed at both the primary and secondary markets. We provide liquidity to the distressed and high yield market through the following:

Acquisition of distressed asset portfolios Investments in loans and bonds Offering priority loans (DIP), subordinated or mezzanine debt Offering structured investments Investments in equity Investments in hybrid structures
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Asset Management. We offer a range of services under asset management including origination of investment opportunities, due diligence, loan servicing (monitoring and recovery) for single assets and portfolio investments. The Bank has a successful track record of managing and resolving non-performing loans.
Corporate Advisory. We offer corporate advisory services to companies requiring capital structuring and to companies in financial distress. Our range of services includes:
Assessment of strategic issues, ranging from corporate and capital structures to potential mergers and sale of businesses Development and implementation of creative and comprehensive solutions to address clients' various complex issues such as capital restructuring exercise Assistance in implementing the appropriate debt and equity financing structure
Our Strengths
Professional Team. We have a large experienced team of skilled individuals who have developed a reputation for competency in valuation, due diligence, acquisition and asset management in the distressed and high yield market. Our local market knowledge and workout skills offer value to our clients. Network. We leverage Standard Chartered Bank's network in our core markets to provide us on-the-ground knowledge and early access to
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situations. The Bank's client franchise offers investment opportunities while Alternate Investment Group's strong relationships with investment banks, financial institutions, brokers and value investors provides a valuable source of investors. We utilise superior information to maximise value for our clients. Positioning. The distressed and high-yield markets in Asia,Africa and the Middle East offer attractive revenue generating opportunities. The Bank is well positioned in these markets to enable Alternate Investment Group to deliver value to the Bank and our clients.
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Saving account A savings account typically refers to an account in which one places money to earn a small amount of interest. The savings account funds are usually easily accessible, though some banks do charge for withdrawing money early. In most cases, people can withdraw money from a savings account at any time, at least at any time the bank is open, or one has access to the banks ATM. Saving Account in Standard Chartered Bank 5.1 aXcess plus account:The Standard Chartered aXcess Plus Account comes with a globally valid debit - cum - ATM card which allows customers to aXcess all Standard Chartered Bank ATMs and provides instant cash at all Visa Network ATMs in India and abroad. This account provides unparalleled access to your money through a variety of channels. Highlights:Category Minimum AQB Interest Rate Card offered Replacement of Pin Lost card re-issuance Regular Rs. 60,000 if balance in linked saving a/c is atleastRs 10,000 3.5% ATM cum Debit Card ATM Cards Rs 50 Rs 100
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Some features:
FREE Unlimited Visa ATM transactions* (Cash withdrawal and balance enquiry) FREE Standard Chartered Bank branch access across the county FREE Doorstep Banking FREE Demand Drafts/Pay Orders (drawn at SCB locations) FREE Payable at Par Chequebook International Debit Card Extended Banking Hours Phone banking, Net banking, Multi-city banking, 365 days branches Unique free insurance benefits- lost card, purchase protection.
* Available on maintenance of average quarterly balance of Rs 15,000/5.2 SuperValue Saving Account:The unique SuperValue savings account from Standard Chartered is proof that the best things in life come free. With an average quarterly balance of just Rs. 50,000, you get a host of services from Standard Chartered absolutely free. Some features:
Free globally valid Debit-cum-ATM card. Free Access to 6500 ATMs in India. Free Doorstep Banking. Free Payable at Par cheque book/ account statements / DDs Free Bill Pay. Free Inter Bank Funds Transfer.
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Free Foreign Inward Remittance Certificates. Other benefits of the SuperValue account: Full suite of complimentary banking services including credit cards, loan products and capital market services. Globally valid debit card: Make purchases at over 12 million merchant outlets and withdraw cash at over 810,000 ATMs worldwide using funds from your account Enjoy extended Banking hours at all our branches, and Speed Cheque Clearing and Metro Clearing facilities. Multicity Banking: Access your account even when you are out of town 24-hour branches, 365 day branches available at select locations Phone banking Internet banking Free Investment Advisory Services to assist you in investing in a range of mutual funds
5.3 Parivaar Account:This family account allows you to maintain your individual identity while allowing you to tap your family's financial strength. Parivaar is a unique Wealth Management Solution from Standard Chartered Bank that offers your family flexibility, convenience and essential tools for wealth accumulation and preservation. Some features:
Your family can maintain individual savings accounts with the benefit of clubbing balances in grouped accounts.
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Anytime, anywhere access to accounts through ATMs, Phone Banking and Online Banking. Globally valid ATM-cum-debit card can be used at 3,26,000 merchant outlets in India and 14 million outlets worldwide.
5.4 2-in-1 Account:The 2-in-1 account gives you the facility of linking your fixed deposits with a savings or current account. In case of any shortfall in the savings or current account, funds will be automatically swept in from the linked fixed deposits, thus giving you a combination of both liquidity and higher returns. And thats not all either. In case you need to withdraw amounts in excess of what is available in your savings or current account, we will break your deposit for the exact amount you require. The rest of the deposit continues earning the original high interest. Some features:
Earn fixed deposit interest rates Enjoy the flexibility of a Savings or a Current Account Get a free personalized cheque book and Debit/ATM card Withdraw money whenever you need it Deposit more money in your account to earn a higher rate of interest by placing subsequent deposits
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Comparison of various banks Service and Charges with Standard Chartered Bank.
Standard S.no Features 1 2 3 4 5 Avg.Quaterly Bal. Rate of Interest Internet Banking Doorstep Banking Phone Banking Chartered 25,000 3.50% Free Free Free Yes Bank 25,000 3.50% Free Free Free 5 DDs in Yes Bank Location & 2 7 9 10 12 13 14 15 DDs n payorders Quarterly Statement Monthly Statement Pass Book Duplicate Pass book At Par Cheque Debit card Free Free Free Free Free Free Free 100 25 Txns PM Free 1 Lac PM Debit Card 2 Lac PM Gold International International Free Free Free Free Free Free DDs in --Barclays 1,000 3.50% 25(Per month) Free 100 50 Free DD up to 1 Lac Rs Per day in Bank Location Free HDFC 20,000 3.50%
Corresponding bank Location
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Platinum Debit Car
Silver
Debit Card 1% Cash
1 17 Cash Back
Cash ----50,000 ATM 50,000 25 Shopping 500 100 100 50 100 100
back on Shopping Txns 1 Lac Shopping 100 50 100 Lac & ATM & !
Back on all Txns 2 Lacs ATM & 2 lakh Debit 21 22 23 Limit Account closure Stop Payment (a) Single cheque (b) range of 200 cheques 100 500 Card Txns Shopping
1. Saving Account Potential Survey A survey was being conducted as a part of project in Delhi NCR region to analyze the market potential of saving account specially SBCs saving account in comparison to other banks. The total sample size of the survey is 60. 16.1 Objective:-
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To know the customers interests in saving account To know the present scenario of saving account To know whats the service facility customer want. To know the how much customers want to more facilities in using bank account To understand, are they wanted to open a saving account in another bank, if yes then what is the reason behind it.
16.2 Research Methodology The research methodology consisted of two phases. Phase one consisted of data collection. It included primary data collection as well as secondary data collection. Primary data collection consisted of the survey process. People of different age group as well as income category were asked to fill a common questionnaire. Secondary data collection consisted of data collection from internet and books.
DATA Analysis
1. Male Vs Female
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Percentage No. of People
2. No. of people participated in survey on the basis of different age group.
No. of People Different Age Group 3, 5%

No. of People, 40-50, 14, 23% No. of People, 20-30, 26, 44% No. of People, 30-40, 17, 28%
No. of People, 50-60,
In this survey total 60 persons participated. Out of 60, 54 are male and 6 are female. If we take the people age group wise then 20-30(44%), 30-40(28%), 40-50(23%) and 50-60(5%). This shows that younger generation more attract towards privatisation means private sector.
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3. No. of people participated in survey from different occupation.
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4. No. of people from different income group.
According 8, 13% No. of People Above 5.5, to Income Group 2.5 - 3.5, 12,
20%
No. of People,
No. of People,
No. of People, 4.5 5.5, 22, 37%
No. of People, 3.5 4.5, 18, 30%
Here we easily see that the 55% people are businessman and 40% are from private jobs. And in income group 37% people are from income group 4.5 -5.5 lakh and the 30% are 3.5-4.5 lakh. So conclusion that here the majority of businessman and private job person are interested in saving account.
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5. Bank which people have saving account
No. of People
No. of People, Standard Chartered, 13
No. of People, Barclays, 1
No. of People, Yes Bank, 2
No. of People, Other, 13
No. of People, HDFC, 31
Here we find that the market potential of HDFC Bank is high because out of 60 people 31(51%) peoples have HDFC Saving Account. HDFC & Other are equivalent. Where Standard chartered Bank has only 7.8% people. 6. Age Group Vs Features
Age Group 20-30 Vs Liking features

27% 42% ATM Network 8% 23% Service 24/7 Internet Banking Others
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Age Group 30-40 vs Liking Feature

ATM Network Service 24/7 Internet Banking Others
24% 12% 23%
41%

Others 29%
ATM Network 43%
24/7 Internet Banking 0%
Service 28%
ATM Network Service 24/7 Internet Banking Others
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As far as the using features are concerned the people are more aggressive towards the ATM Network then after they said about the Service and after the service they looking for other. Other included new era service like Doorstep Banking, Mobile Banking, and Online Banking. In survey I found that a person usage ATM thrice and more times in a week. Its shows that how people devoted about ATM Network and also for other Services like Mobile banking, Doorstep Banking, Online Banking and etc.
7. Features which people like in using bank
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The overall analysis said that feature which people like in using bank is ATM Network and after that other services like Door Banking, Internet Banking, Online Banking, Mobile Banking and etc. Every person wants to each thing at his Door because nobody wants to expense time.
8. People preferred bank (If switches)
Here overall percentage of preferring bank (if people want to open a new saving account) is HDFC, 39% and Standard Chartered is 25%. It show the how people go for using new feature and better Service. In this also people want to go for a brand name which Standard chartered bank has.
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9. Age Group Vs Preferred Bank (If Switches)
Age Group (20-30) Vs Preferred Bank

Standard Chartered 39%

Barclays HDFC Standard Chartered Yes Bank Others
Barclays 8% Yes Bank 15%
Others 19%
HDFC 19%
31% 23% 8%
15% 23%

Others 25% Standard Chartered 14%

Others 18% Barclays 0% Standar d Chartere d 27%
Barclays 7% Yes Bank 18%
HDFC 36%
Yes Bnak 18%
HDFC 37%
Here I find that the age group of 20-30 preferred Brand Name like Standard Chartered Bank which is 39%. Except the age group 40-50 all are prefer SCB. The Second position occupied by HDFC Bank. The reason of why people prefer Standard Chartered Bank and HDFC bank more. I am discussing in next chart.
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10.
Banks Vs Reason for Preferring
10 9 8 7 6 5 4 3 2 1 0 SCB HDFC Yes Bank Barclays Others ATM Network Service 24/7 Internet Banking Others
In this competitive world people do not want waste his time. So he/she is more conscious about time and money saving. I found that in the above chart people pay more attention on banking core services in the other hand they also want everything at his/her home. They also want to utilise new banking services like mobile alert, fund transfer through mobile, online banking, and doorstep banking etc.
Conclusion
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We all are well know that how much time is precious for everyone. Everyone do not want waste his/her time single minute. In this competitive era world are globalised. Due to globalisation every person want to be fastest. Standard Chartered Bank also want to be no. 1 through the offer more and more services. I found that the potential of saving account is more than current account. As we know that a saving account can be sole name or joint name. So, most probably people have a saving account. People like saving account because its service are beneficiary and due to competition more services offered by the banks. I found that in my survey people more eager about banking service whatever bank charges for services. As i already said that people have not much time. Show they utilise latest service which provided by the banks. In mean while people also go for the brand name because thay want to show their standard. Last but not least I found that age group 20-30 & 30-40years people more conscious about ATM Network, Banking Services and Brand name. Insurance Life is a roller coaster ride and is full of twists and turns. We cannot take anything for granted in life. Insurance policies are a safeguard against the uncertainties of life. Insurance is system by which the losses suffered by a few are spread over many, exposed to similar risks. Insurance is a protection against financial loss arising on the happening of an unexpected event. Insurance policy helps in not
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only mitigating risks but also provides a financial cushion against adverse financial burdens suffered. Insurance policies cover the risk of life as well as other assets and valuables such as home, automobiles, jewelry et al. On the basis of the risk they cover, insurance policies can be classified into two categories: 6.1 Life Insurance Policies:Life is very fragile and death is a certainty. We cannot control the uncertainties of life. But, we can cover the risks surrounding us. Life insurance, simply put, is the cover for the risks that we run during our lives. It protects us from the contingencies that could affect us. Life insurance is not for the person who passes away, it for those who survive. It is the responsibility of every bread earner to guard against the events that could affect the family in the unfortunate circumstance of his / her demise. Thus, having a life insurance policy is very vital. Before going for a life insurance policy it is imperative that you know about various types of life insurance policies. Major among them are:

Endowment Policy Whole Life Policy Term Life Policy Money-back Policy Joint Life Policy Group Insurance Policy Loan Cover Term Assurance Policy Pension Plan or Annuities Unit Linked Insurance Plan
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6.2 General Insurance Policies:General Insurance provides much-needed protection against unforeseen events such as accidents, illness, fire, burglary et al. Unlike Life Insurance, General Insurance is not meant to offer returns but is a protection against contingencies. Almost everything that has a financial value in life and has a probability of getting lost, stolen or damaged can be covered through General Insurance policy. Property (both movable and immovable), vehicle, cash, household goods, health, dishonesty and also one's liability towards others can be covered under general insurance policy. Under certain Acts of Parliament, some types of insurance like Motor Insurance and Public Liability Insurance have been made compulsory. Major insurance policies that are covered under General Insurance Home Insurance Health Insurance Motor Insurance Travel Insurance are:
Unit Linked Insurance Plan Unit linked insurance plan (ULIP) is life insurance solution that provides for the benefits of protection and flexibility in investment. The investment is denoted as units and is represented by the value that it has attained called as Net Asset Value (NAV). The policy value at any time varies according to the value of the underlying assets at the time. ULIP provides multiple benefits to the consumer. The benefits include:
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Life protection Investment and Savings Flexibility Adjustable Life Cover Investment Options Transparency Options to take additional cover against Death due to accident Disability Critical Illness Surgeries
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Features of Unit Linked Insurance Plan:
Premiums paid can be single, regular or variable. The payment period too can be regular or variable. The risk cover can be increased or decreased. The costs in ULIP are higher because there is a life insurance component in it as well, in addition to the investment component. Investments can be made in gilt funds, balanced funds, money market funds, growth funds or bonds. The policyholder can switch between schemes, for instance, balanced to debt or gilt to equity, etc. As in all insurance policies, the risk charge (mortality rate) varies with age. The maturity benefit is not typically a fixed amount and the maturity period can be advanced or extended. The maturity benefit is the net asset value of the units. Insurance companies have the discretion to decide on their investment portfolios. They are simple, clear, and easy to understand. Being transparent the policyholder gets the entire episode on the performance of his fund. Provides capital appreciation. Investor gets an option to choose among debt, balanced and equity funds. Lead to an efficient utilization of capital. ULIP products are exempted from tax and they provide life insurance.
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ULIP in Standard Chartered Bank Standard Chartered offers a wide range of Life Insurance Products from Bajaj Allianz Life Insurance Company, one of India's leading Insurance companies. The flexible Unit linked life insurance plans at Standard Chartered bank provides the opportunity to participate in market-linked returns while enjoying the valuable benefits of life insurance
1. Bajaj Allianz Life Insurance Co. Ltd. Bajaj Allianz is a joint venture between Allianz AG one of the world's largest insurance companies, and Bajaj Auto, one of the biggest 2 and 3 wheeler manufacturers in the world. Bajaj Allianz is into both life insurance and general insurance. Allianz Group is one of the world's leading insurers and financial services providers. Founded in 1890 in Berlin, Allianz is now present in over 70 countries with almost 174,000 employees. Bajaj group is the largest manufacturer of two-wheelers and three-wheelers in India and one of the largest in the world.
ULIP New Unit Gain Bajaj Allianz New Unit Gain offers the unique option of combining the protection of life insurance with the attractive prospect of investing in securities. The investor has the freedom to choose the funds he wishes to
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invest his money in, providing him the opportunity to have a direct stake in the performance of the financial markets. One can also benefit from tax advantages while protecting his loved ones against unfortunate events. Key highlight of Bajaj Allianz New Unit Gain:
Your investment, apart from normal allocation, receives Loyalty Units equivalent to 51% of First Years Annualized Premium over a period of 10 years.
Seven investment funds to choose from with unmatched flexibility to manage your investments better.
You policy continues to participate in investment performance of the fund(s). Even if you are not able to pay 3 full years premium
Maximum flexibility and Option to increase premium Partial withdrawals any time after three years from the commencement of policy provided three full years premiums are paid.
Three free switches every year. Option to pay unlimited top up premiums anytime during the tenure of your policy to further enhance your savings.
You have three simple terms to choose from 15, 20 and 25 yrs. A host of optional additional rider benefits to provide you additional protection
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Guaranteed Life Cover, with a flexibility to choose insurance cover according to your changing needs.
Tax Save Partial Withdrawals, Surrender Value, Death Benefit and Maturity Benefit are eligible for tax benefits as per Section 10(10D) of the Income Tax Act.
The charges paid for UL Critical Illness and UL Hospital Cash Benefit are eligible for tax benefits as per Section 80(D) of the Income Tax Act.
How does the plan work? Premiums paid by you, net of premium allocation charge, are invested in fund(s) of your choice and units are allocated depending on the unit price of the fund(s). The value of your policy is the total value of units that you hold in the fund(s). The insurance cover charges, policy administration charges and the additional rider benefit charges (if any) are deducted through monthly cancellation of units. Fund Management Charge is priced in the unit value. Important Details of the Bajaj Allianz New UnitGain Plan Parameter Minimum Age at Entry Details 0 years, risk commences at age 7. (18 years in case of all Additional Rider Benefits
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Maximum Age at Entry Minimum Maturity Age Maximum Maturity Age Additional Rider Benefit Ceasing Age Minimum Premium (for Male lives)
60 years (50 years in case of all Additional Rider Benefits) 18 years 75 years 65 years for all riders except UL WOP Rs. 10,000 per yearly instalment, Rs. 5,000 per half-yearly instalment, Rs. 1,000 per monthly mode Minimum Top Up Premium is Rs. 5,000
Minimum Premium (for Female lives)
Rs. 7,500 per yearly instalment, Rs. 3,750 per half-yearly instalment, Rs. 750 per monthly mode Minimum Top Up Premium is Rs. 5,000. (Monthly mode for both male and female lives is available through ECS and Salary Saving Scheme only).
Minimum Sum Assured Maximum Sum Assured
0.5 * Policy Term * Annualized Premium Multiplier * Annualized Premium (Multiplier would depend on the age at entry and any riders chosen)
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CONCLUSION ABOUT MARKET POTENTIAL OF ULIPS 1. Trust needs to be developed among the customers both as far as the ULIP as a product is concerned and also regarding private players (Standard Chartered) particularly in our study. 2. Some respondents despite of knowing about ULIP were hesitant to talk on it because they were not too confident about their knowledge. This very fact completely declines the concept of providing switches as a lucrative feature in ULIP (which is done by most of the companies). The reason is that very rarely people have the ability or time to use these features. 3. The important facts which we could conclude from our data regarding the buying behavior of individuals are that people give maximum importance to the tax benefit that they receive after investing in the unit linked insurance plan .Further the next most attractive benefit that people look forward to most as per our sample is that of income growth. In fact most of the unmarried chunk of our population who has no liabilities like child education or marriage goes in for a ULIP product just to multiply the money in a couple of years. Other benefits are important as well but these two take away most of the attention. 4. Regarding the acceptance of ULIP as a product over other investments it is analyzed that though a lot of our sample population was aware about it and had invested in it but still a lot of them (including Females) wanted to invest in it but were confused regarding other options like mutual funds. So a lack of public awareness was encountered. 5. Another important finding was that time horizon was one of the factors of concern while investing in ULIP and as per the analysis of the questionnaire we found that a large proportion of our sample was convenient with the time period of 4-7 years and then others were in
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favor of a period not beyond 3 years. This implies that very less number of people were comfortable with long time horizons. 6. Another very interesting finding from our data is that when we talk about risk as an investment criterion then the female population which already has or is interested in investing would favor either no risk at all or low risk and low gain. Whereas the customers businessmen by occupation and specifically from age group 21- 30 would favor either moderate risk and moderate gain or rather go for a high risk and high gain strategy. This result came completely in line with our expectations.
7. Considering the market share of the leading players it was found that LIC rules when it comes to an age group of 50 plus due to the credibility and trust it has gained in all past years. Where the other age groups prefer to explore the leading private players where in our sample Standard Chartered (Bajaj Allianz) and ICICI prudential make a clean sweep. Other banks like HDFC were found with a limited proportion only according to our findings.
8. Our analysis shows that though the product has been able to cater to a number of benefits but still a lot of brand awareness is lacking and LIC is posing the biggest threat followed by SBI life to the private players.
Mutual funds Mutual Fund is an instrument of investing money. Nowadays, bank rates have fallen down and are generally below the inflation rate. Therefore, keeping
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large amounts of money in bank is not a wise option, as in real terms the value of money decreases over a period of time. One of the options is to invest the money in stock market. But a common investor is not informed and competent enough to understand the intricacies of stock market. This is where mutual funds come to the rescue. A mutual fund is a group of investors operating through a fund manager to purchase a diverse portfolio of stocks or bonds. Mutual funds are highly cost efficient and very easy to invest in. By pooling money together in a mutual fund, investors can purchase stocks or bonds with much lower trading costs than if they tried to do it on their own. Also, one doesn't have to figure out which stocks or bonds to buy. But the biggest advantage of mutual funds is diversification. Diversification means spreading out money across many different types of investments. When one investment is down another might be up. Diversification of investment holdings reduces the risk tremendously. The origin of the Indian mutual funds industry dates back to 1963 when the Unit Trust of India (UTI) came into existence at the initiative of the Government of India and the Reserve Bank of India. Since then the mutual funds sector remained the sole fiefdom of UTI till 1987 when a slew of nonUTI, public sector mutual funds were set up by nationalized banks and life insurance companies.
The year 1993 saw sweeping changes being introduced in the mutual fund industry with private sector fund houses making their debut and the laying
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down of comprehensive mutual fund regulations. Over the years, the Indian mutual funds industry has witnessed an exponential growth riding piggyback on a booming economy and the arrival of a horde of international fund houses.
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First Phase 1964-87 Growth of Unit Trust of India
Unit Trust of India (UTI) was established on 1963 by an Act of Parliament. It was set up by the Reserve Bank of India and functioned under the Regulatory and administrative control of the Reserve Bank of India. In 1978 UTI was delinked from the RBI and the Industrial Development Bank of India (IDBI) took over the regulatory and administrative control in place of RBI. The first scheme launched by UTI was Unit Scheme 1964. At the end of 1988 UTI had Rs.6, 700 crores of assets under management. Second Phase 1987-1993 (Entry of Public Sector Funds)
1987 marked the entry of non- UTI, public sector mutual funds set up by public sector banks and Life Insurance Corporation of India (LIC) and General Insurance Corporation of India (GIC). SBI Mutual Fund was the first non- UTI Mutual Fund established in June 1987 followed by Canbank Mutual Fund (Dec 87), Punjab National Bank Mutual Fund (Aug 89), Indian Bank Mutual Fund (Nov 89), Bank of India (Jun 90), Bank of Baroda Mutual Fund (Oct 92). LIC established its mutual fund in June 1989 while GIC had set up its mutual fund in December 1990. At the end of 1993, the mutual fund industry had assets under management of Rs.47,004crores.
Third Phase 1993-2003 (Entry of Private Sector Funds)
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With the entry of private sector funds in 1993, a new era started in the Indian mutual fund industry, giving the Indian investors a wider choice of fund families. Also, 1993 was the year in which the first Mutual Fund Regulations came into being, under which all mutual funds, except UTI were to be registered and governed. The erstwhile Kothari Pioneer (now merged with Franklin Templeton) was the first private sector Mutual fund registered in July 1993. The 1993 SEBI (Mutual Fund) Regulations were substituted by a more comprehensive and revised Mutual Fund Regulations in 1996. The industry now functions under the SEBI (Mutual Fund) Regulations 1996. The number of mutual fund houses went on increasing, with many foreign mutual funds setting up funds in India and also the industry has witnessed several mergers and acquisitions. As at the end of January 2003, there were 33 mutual funds with total assets of Rs. 1,21,805crores. The Unit Trust of India with Rs.44,541crores of assets under management was way ahead of other mutual funds.
Fourth Phase since February 2003
In February 2003, following the repeal of the Unit Trust of India Act 1963 UTI was bifurcated into two separate entities. One is the Specified Undertaking of the Unit Trust of India with assets under management of Rs.29,835crores as at the end of January 2003, representing broadly, the assets of US 64 scheme, assured return and certain other schemes. The Specified Undertaking of Unit
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Trust of India, functioning under an administrator and under the rules framed by Government of India and does not come under the purview of the Mutual Fund Regulations. The second is the UTI Mutual Fund Ltd, sponsored by SBI, PNB, BOB and LIC. It is registered with SEBI and functions under the Mutual Fund Regulations. With the bifurcation of the erstwhile UTI which had in March 2000 more than Rs.76,000crores of assets under management and with the setting up of a UTI Mutual Fund, conforming to the SEBI Mutual Fund Regulations, and with recent mergers taking place among different private sector funds, the mutual fund industry has entered its current phase of consolidation and growth. As at the end of September, 2004, there were 29 funds, which manage assets of Rs.153108 crores under 421 schemes.
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The graph indicates the growth of assets over the years.
9.1 Professional Management Mutual Funds employ the services of skilled professionals who have years of experience to back them up. They use intensive research techniques to analyze each investment option for the potential of returns along with their risk levels to come up with the figures for performance that determine the suitability of any potential investment. 9.2 Potential of Returns Returns in the mutual funds are generally better than any other option in any other avenue over a reasonable period of time. People can pick their investment horizon and stay put in the chosen fund for the duration. Equity funds can outperform most other investments over long periods by placing long-term calls on fundamentally good stocks. The debt funds too will
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outperform other options such as banks. Though they are affected by the interest rate risk in general, the returns generated are more as they pick securities with different duration that have different yields and so are able to increase the overall returns from the portfolio. 9.3 Liquidity Fixed deposits with companies or in banks are usually not withdrawn premature because there is a penal clause attached to it. The investors can withdraw or redeem money at the Net Asset Value related prices in the openend schemes. In closed-end schemes, the units can be transacted at the prevailing market price on a stock exchange. Mutual funds also provide the facility of direct repurchase at NAV related prices. The market prices of these schemes are dependent on the NAVs of funds and may trade at more than NAV (known as Premium) or less than NAV (known as Discount) depending on the expected future trend of NAV, which in turn is linked to general market conditions. Bullish market may result in schemes trading at Premium while in bearish markets the funds usually trade at Discount. This means that the money can be withdrawn anytime, without much reduction in yield. Some mutual funds however, charge exit loads for withdrawal within a specified period. 9.4 Effective Regulation Unlike the company fixed deposits, where there is little control with the investment being considered as unsecured debt from the legal point of view, the Mutual Fund industry is very well regulated. All investments have to be accounted for, decisions judiciously taken. SEBI acts as a true watchdog in this
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case and can impose penalties on the AMCs at fault. The regulations, designed to protect the investors interests are also implemented effectively. 9.5 Transparency Being under a regulatory framework, mutual funds have to disclose their holdings, investment pattern and all the information that can be considered as material, before all investors. This means that the investment strategy, outlooks of the market and scheme related details are disclosed with reasonable frequency to ensure that transparency exists in the system. This is unlike any other investment option in India where the investor knows nothing as nothing is disclosed. 9.6 Charges The Asset Management Companies (AMCs) managing the Mutual Funds levy a load as a percentage of NAV at the time of entry into the Schemes or at the time of exiting from the Schemes. Entry Load - It is the load charged by the fund when an investor invests into the fund. It increases the price of the units to more than the NAV and is expressed as a percentage of NAV. Exit Load - It is the load charged by the fund when an investor redeems the units from the fund. It reduces the price of the units to less than the NAV and is expressed as a percentage of NAV. Cost of Churning/Turnover cost - It refers to the costs associated with the churning (or changes made to the holdings) of the portfolio. Portfolio changes have associated costs of brokerage, custody fees,
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transaction fees and registration fees, which lower the returns. The quantum depends on the management style of the fund manager. Expense Ratio - The Expenses of a mutual fund include management fees and all the fees associated with the fund's daily operations. Expense Ratio refers to the annual percentage of fund's assets that is paid out in expenses. 9.7 Tax Capital Gains Tax- The profit realizations on sale of securities and certain other capital assets (including units of mutual funds) are called capital gains. The gains can be classified into long-term or short-term depending on the period of holding of the asset and are charged to tax at different rates. Gains on mutual fund units held for a period of 12 months or more are long-term gains. These gains are taxable. Dividend Distribution Tax The Mutual Fund schemes distributing dividends on their units to the investors attract a distribution tax as per tax laws. Securities Transaction Tax AMCs managing the portfolio have to pay STT on transaction (buying/selling) of different securities in the stock market. Presently the tax rate is 0.025%. 9.8 Pointers to Mutual Fund Performance Mutual Fund industry today, with about 34 players and more than five hundred schemes, is one of the most preferred investment avenues in India. However, with a plethora of schemes to choose from, the retail investor faces problems in selecting funds. Factors such as investment strategy and
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management style are qualitative, but the funds record is an important indicator too. Though past performance alone cannot be indicative of future performance, it is the only quantitative way to judge how good a fund is at present. Therefore, there is a need to correctly assess the past performance of different mutual funds. Quite simply then a fund generating more returns than the other is considered better than the other. But this is just half the story. Return alone should not be considered as the basis of measurement of the performance of a mutual fund scheme, it should also include the risk taken by the fund manager because different funds will have different levels of risk attached to them. Risk associated with a fund can be defined as fluctuations in the returns generated by it. The higher the fluctuations in the returns of a fund during a given period, higher will be the risk associated with it. These fluctuations in the returns generated by a fund are resultant of two guiding forces. First, general market fluctuations affecting all the securities present in the market are called market risk or systematic risk and second, fluctuations due to specific securities present in the portfolio of the fund, called unsystematic risk. The Total Risk of a given fund is sum of these two and is measured in terms of standard deviation of returns of the fund. Systematic risk is measured in terms of Beta, which represents fluctuations in the NAV of the fund vis--vis market. The more responsive the NAV of a mutual fund is to the changes in the market; higher will be its beta. Beta is calculated by relating the returns on a mutual fund with the returns in the market.
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9.9 Benefits of Mutual Funds Investor is benefited by investing in Mutual Funds because Diversification: - Diversified portfolio is balanced in varying economic conditions. When there is rise in interest rate, some securities decrease and some increase in value. Gradually the value of overall portfolio increases over time even if some securities lose value Professional Management - Top managers are paid by Mutual funds to manage their investments. They decide what securities the fund will buy and sell Liquidity - Money can be taken out of mutual fund anytime easily Convenient - Mutual fund shares can be bought by email, phone or over internet. Regulatory Oversight - Investors are protected from fraud as mutual funds are subject to government regulations Low Cost - Expenses of Mutual Fund is 1.5% of the investment. Tax Benefits - Investors gets tax benefits over the money invested in Mutual Fund Transparent and Flexible Choice of Schemes - Investor can choose between many schemes Well regulated 9.10 Disadvantages of Mutual Funds No Guarantee - When the entire stock market goes down, the Mutual Fund shares will also go down even if the portfolio is balanced though the risk is low
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Administrative fees or sales commissions is charged by all the funds to compensate brokers and financial planners Taxes have to be paid on the income the investors make even if you reinvest the profit Management Risk is always there as the funds manager takes the decision for you regarding funds portfolio 9.11 Types of Mutual Funds Open-end fund Exchange-traded funds Equity funds o Capitalization o Growth vs. value o Index funds versus active management Bond funds Money market funds Funds of funds Hedge funds 9.12 Performance Comparison of Mutual Funds Equity Linked Savings Scheme - A special product offered by mutual funds. These schemes invest in equity i.e shares and generally have a lock-in period of three years. Balanced Funds These funds invest part of their corpus into Debt Instruments which give a fixed rate of return and the remaining part of the corpus into Equity giving a high rate of return. Thus, overall the
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balanced funds give a moderate rate of return with lower risk as compared to the pure equity funds.
9.13 Criticism of managed mutual funds: Historically, only a small percentage of actively managed mutual funds, over long periods of time, have returned as much, or more than comparable index mutual funds. Critics point out that high sales commission can sometimes represent a conflict of interest, as high commissions benefit the sales people but hurt the investors. Although in reality, "A shares", which appear to have the highest up front load, (around 5%) are the "cheapest" for the investor, if the investor is planning on 1) keeping the fund for more than 5 years, 2) investing more than 100,000 in one fund family, which likely will qualify them for "breakpoints", which is a form of discount, or 3) staying with that "fund family" for more than 5 years, but switching "funds" within the same fund company Mutual fund managers and companies need to disclose by law, if they have a conflict of interest due to the way they are paid. In particular fund managers may be encouraged to take more risks with investors money than they ought to: Fund flows (and therefore compensation) towards successful, market beating funds are much larger than outflows from funds that lose to the market. Fund managers may therefore have an incentive to purchase high risk investments in the hopes of increasing their odds of beating the market and receiving the high inflows, with relatively less fear of the consequences of losing to the market.
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Difficulty to effectively manage large pool of money some funds illegally are gulity of market timing and that some fund managers, also illegal, accept extravagant gifts in exchange for trading stocks through certain investment banks, which presumably charge the fund more for transactions than would non-gifting investment bank. This practice, although done, is completely illegal.
ULIP Vs. Mutual Funds Unit Linked Insurance Policies (ULIPs) as an investment avenue are closest to mutual funds in terms of their structure and functioning. As is the case with mutual funds, investors in ULIPs are allotted units by the insurance company and a net asset value (NAV) is declared for the same on a daily basis. Similarly ULIP investors have the option of investing across various schemes similar to the ones found in the mutual funds domain, i.e. diversified equity funds, balanced funds and debt funds to name a few. Generally speaking, ULIPs can be termed as mutual fund schemes with an insurance component. However it should not be construed that barring the insurance element there is nothing differentiating mutual funds from ULIPs.
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The various factors where the ULIPs and Mutual Funds differ are as follows: ULIPs Investment amounts Determined by can be modified as well Expenses No upper limits, expenses determined by the insurance company Portfolio disclosure Modifying asset allocation Tax benefits Generally permitted for free or at a nominal cost Section 80C benefits are available on all ULIP investments With these comparable there are certain factors where in these two differ. Mutual funds are essentially short to medium term products. The liquidity that these products offer is valuable for investors. ULIPs, in contrast, are Section 80C benefits are available only on investments in tax-saving funds Entry/exit loads have to be borne by the investor Not mandatory Quarterly disclosures are mandatory Upper limits for expenses chargeable to investors have been set by the regulator Mutual Funds Minimum investment amounts are
the investor and determined by the fund house
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positioned as long-term products and going ahead, there will be separate playing fields for ULIPS and MFs, with the product differentiation between them becoming more pronounced. ULIPs do not seek to replace mutual funds, they offer protection against the risk of dying too early, and also help people save for retirement. Insurance has to be an integral part of one's wealth management portfolio. Further, exposure of Indian households to capital markets is limited.
2. Taxation India has a well-developed tax structure with a three-tier federal structure, comprising the Union Government, the State Governments and the Urban/Rural Local Bodies. The power to levy taxes and duties is distributed among the three tiers of Governments, in accordance with the provisions of the Indian Constitution. The main taxes/duties that the Union Government is empowered to levy are Income Tax (except tax on agricultural income, which the State Governments can levy), Customs duties, Central Excise and Sales Tax and Service Tax. The principal taxes levied by the State Governments are Sales Tax (tax on intra-State sale of goods), Stamp Duty (duty on transfer of property), State Excise (duty on manufacture of alcohol), Land Revenue (levy on land used for agricultural/non-agricultural purposes), Duty on Entertainment and Tax on Professions & Callings. The Local Bodies are empowered to levy tax on properties (buildings, etc.), Octroi (tax on entry of goods for use/consumption within areas of the Local Bodies), Tax on Markets and Tax/User Charges for utilities like water supply, drainage, etc.
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Since 1991 tax system in India has under gone a radical change, in line with liberal economic policy and WTO commitments of the country. Some of the changes are:

Reduction in customs and excise duties Lowering corporate Tax Widening of the tax base and toning up the tax administration
The fifth consecutive budget presented by the FM, Mr. P. Chidambaram ,was also a dream one for the salaried class..With the higher tax limits on the income tax slabs ,the increased basic exemption limit for senior citizens z,women and individuals in general, etc. the budget gives much relief to the middle class as it aims at reducing their overall tax liability by a good measure. Here we can take a look at the direct tax proposals and the impact they will have on our finances.
Income tax slabs
The exemption limit for personal income tax has been enhanced to Rs. 1.80 lakh from the present Rs. 1.45 lakh for women (below the age of 65 years),Rs. 2.25 lakh from the present Rs.1.95 lakh for senior citizens and Rs.1.5 lakh from the present Rs.1.1 lakh for others. The revised tax slabs are as tabulated on the next page.
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Proposed tax slab for FY 2008-09(Assessment Year 2009-10) For Men below 65 years of age Income level Up Rs. 1,50,001Rs. 3,00,000 Rs. 3,00,001Rs. 5,00,000 Above Rs.5,00,000 30% Above Rs.5,00,000 30% Above Rs.5,00,000 30% 20% Rs.3,00,001Rs.5,00,000 20% Rs.3,00,001Rs.5,00,000 20% to Tax rate Nil 10% For Women below 65 Years of age Income level Up to Tax rate Nil 10% Income level Up to Nil 10% Tax rate For Senior Citizens
Rs.1,50,000
Rs.1,80,000 Rs.1,80,001Rs.3,00,000
Rs.2,25,000 Rs.2,25,001Rs.3,00,000
The revision of the income slabs and the applicable rates of tax will result in substantial savings for individuals across all income ranges. The following table gives a comparative analysis of the post budget savings that will accrue:
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Comparative analysis of post-budget Tax Savings Male Tax payers (below the age of 65 years) Income (Rs.) Existing tax liability (Rs.) 1 lakh 2 lakh 3 lakh 4 lakh 5 lakh 7 lakh 10 lakh 15 lakh 20 lakh Nil 14,420 40,170 71,070 1,01,970 1,63,770 2,56,470 4,52,067 6,22,017 Tax per Budget 2008(Rs.) Nil 5,150 15,450 36,050 56,650 1,18,450 2,11,150 4,02,215 5,72,165 Nil 9,270 24,720 35,020 45,320 45,320 45,320 49,852 49,852 Nil 10,815 36,565 67,465 98,365 1,60,165 2,52,865 4,48,102 6,18,052 Savings liability as (Rs.) tax liability (Rs.) Female Tax payers (below the age of 65 years) Existing Tax per Budget 2008(Rs.) Nil 2,060 12,360 32,960 53,560 1,05,060 1,97,760 3,87,486 5,57,436 Nil 8,755 24,20 5 34,50 5 44,80 5 55,10 5 55,10 5 60,61 6 60,61 6 Senior Citizens(65 Years & above) Saving (Rs.) liability as s
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Income (Rs.)
Existing liability (Rs.)
tax Tax liability as Savings (Rs.) per budget 2008 (Rs.) Nil Nil 7,725 28,325 48,925 1,10,725 2,03,425 3,93,718 5,63,668 Nil Nil 19,055 29,355 39,655 39,655 39,655 43,620 43,620
1 lakh 2 lakh 3 lakh 4 lakh 5 lakh 7 lakh 10 lakh 15 lakh 20 lakh
Nil 1,030 26,780 57,680 88,580 1,50,380 2,43,080 4,37,338 6,07,288
After a glimpse at the above tables we can conclude that there is immense saving potential for individual tax payers across all categories. The reduction in tax liabilities aims at making lives easier for the middle class. It also tries to enhance their purchasing power and, in the process gives impetus to demand and growth of the industry
SWOT Analysis OF Standard Chartered Bank
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STRENGTHS Strong Brand Image Dedicated sales team Value added services.
WEAKNESSES Rigid Eligibility Criteria Weak Customer Relations Management Centralized Structure High Average Quarterly Balance Limited number of ATMs and Branches. Poor network.
OPPORTUNITIES
THREATS Presence of very strong
Large Untapped Market. Distinguishable product (like Parivar Account).
competitors. Aggressive marketing by competitors. Various investment Schemes with high returns.
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Conclusion
Competitors Analysis 1. Almost all the Banks offer similar features and facilities with their Savings accounts, therefore for existing customers of Savings Account of any Bank to shift to another Bank; this is very rarely the criteria or reason.
2. The level of service in terms of delivering whatever is promised, fast response in case of problems, is the most important benefit that the customers seek, from the Bank they have a Savings Account with.
3. Network reach and visibility of a Bank is a very important criterion for the customer while opening a Savings account. We can also conclude from our analysis that network reach in terms of Branches and ATMs is directly proportional to the market share in case of Private Players.
4. In case of a new customer, if a bank approaches it first for opening a Savings account with them, then there is a good chance for the bank of getting many future businesses from the deal.
Aggressive Marketing is the key to increasing the market share in this area, since the market has a lot of potential both in terms of untapped market
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Recommendations for Increasing Market Share of Standard Chartered Bank
1. The bank should try to improve the ATM Services, as it is one of the major reasons for dissatisfaction among the customers as majority of those who were dissatisfied where on account of non-availability of cash in ATM,s and limited number of ATMs.
2. The bank should also target the females for its saving Account especially parivar accounts.
3. The bank should increase the number of ATMs in the country as people feel that the bank has very few ATMs in the country.
4. The bank needs to make people aware about these products and the basic benefits they can derive out of it. And also the differential features of its savings account as compared to other banks.70% of the people did not even know about the concept, benefits and features of its saving accounts.
5. Also it was found in our analysis that the customers dont really mind keeping a high balance in their savings account and the bank should tap this fact by keeping a higher AQB and reduce the charges of different services which customers have a problem paying for. Only around 10%
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of the customers considered it to be an important issue for deciding on their banking preferences.
6. It was also found in our analysis that
ATM is the most preferred
method of banking of most customers and the preference for credit cards is low thus the bank should use this fact by giving free ATM cards with its savingsaccount instead of the not used credit card which customers consider to be unwanted. More than 50% of the customers banked through the ATMs.
7. The bank should target individuals in the age group of 25+ for whom maintenance of the AQB is not a problem and further increase the number of free inter bank ATM transactions from 4 to 6 as the customer rate this highly important a factor while opening a savings account.
8. The customer satisfaction levels are the lowest in Standard chartered(only around 25%of its existing customers were satisfied) among all banks so the bank needs to work on its general image as such by promoting itself as a bank which puts customers first and not as the highest profit making bank.
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9. When we talk about the banking preferences of businessmen then they are looking for nation wideservice and wide network of ATMs because of the nature of there work thus the bank should work on this fact by making its presence felt on a national level.
10.
One very shocking result which has come out of our analysis is
that as the income of the customer rises his preference for our bank falls, which is contrary to the banks objective thus the bank needs to check on this result and work on factors responsible for the same which could range from lack of concern shown by the bank to the fact that people do not like the breech of privacy which private banks do my making calls for other products of the bank on repetitive basis. Thus the bank needs to respect this right of the customer and not make unsolicited calls to them and also remember that they can no longer survive by taking customers for a ride.
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Recommendations for ULIPS
1. Building trust by providing the customers with adequate knowledge about the company and then the product. 2. Enhancing the level of awareness in terms of the company, their Partners and the product and special emphasis among the female chunk of the population. 3. Using the Brand equity of Standard Chartered to promote Bajaj Allianz (Business assurance model) rather than doing it other way since brands like Bajaj are not enjoying the same image today what they did years back. 4. The private players should try to establish Brand awareness and credibility especially among the senior customers so as to divert their interest from the clean sweep made by LIC and UTI. 5. The companies should target more of female consumers as they have money to invest but are completely unaware about the options available to them and ULIP should be made to look more attractive to them. 6. Adequate advertisement via appropriate media should be done by the various companies as is done in the case of mutual Funds. 7. Customers are not aware about the ULIP being offered by their own banks. Specifically it was seen in case of Standard Chartered Bank as those with BAJAJ ALLIANZ were not able to relate it to the bank. So, proper counters should be there to facilitate customer awareness.
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8. Certain discount charges should be made available because of the severe competition within the private players as well as the biggest threat posed by LIC and SBI. 9. Various branches of Standard Chartered should try to tap their own customers first depending on the various profiles they have, rather than the other set of customers which they primarily focus upon. 10. ULIP is a highly untapped market and here the right strategies and hitting the bulls eye by propagating the most sought after benefit among the customers will attract most of the customers. 11. Most of the customers as per our sample are inclined towards ICICI Pru because of the strong policy base and easy accessibility. So other competitors really need to make a new brand awareness policy. But on the other hand some of them are really unhappy with the service provisions done by ICICI Pru after acquiring the customers. In their view it deteriorates. So it should be taken care of.
One of the most important steps to be taken by standard Chartered bank to be successful with ULIPs (Bajaj Allainz) is to promote these by using the brand awareness and brand equity of Standard Chartered and not Bajaj Allainz for which it is acting as a distributor.
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Limitations
Some of the limitations of the project are listed as below: 1. The time period of just 2 months was the major limitation.
2. Due to the financial and time constraints a cluster analysis of the population so as to get better results was not feasible.
3. It was difficult to break the ice with the common people initially. It was a daunting task to convince them to fill in the personal details of the questionnaire where they have to mention the monthly income, occupation etc.
4. To convince the people for a proper interviewing process is also difficult. 5. The competitor analysis in the manual could only be compiled for a rough idea to the nature of the product. The product features and NAVs keep on changing on a daily basis.
6. Compilation of data on competitor analysis was difficult due to nonavailability of correct information.
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ANNEXURE
1. Male Vs Female (A)FEMALE (B)MALE 2. No. of people participated in survey on the basis of different age group. (A)23%(B)28%(C)44% 3. No. of people participated in survey from different occupation. (A)OTHER(B)BUSINESSMAN(C)PRIVATE(D)GOVERNMENT 4. No. of people from different income group. (A)13%(B)20%(C)30%(D)37% 5. Bank which people have saving account (A)1(B)2(C)13(D)31 6. Age Group Vs Features (A)8%(B)23%(C)27%(D)42% 7. Features which people like in using bank (A)OTHER(B)SERVICE(C)24/7 INTERNET BANKING(D)LARGE ATM NETWORK
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8. People preferred bank (If switches) (A)YES BANK(B) BARCLAYS(C)HDFC(D)STANDARD BANKING(E)OTHERS 9. Age Group Vs Preferred Bank (If Switches) (A)20-30(B)30-40(C)40-50(D)50-60 10. Banks Vs Reason for Preferring
(A)SCB(B)HDFC(C)YES BANK(D)BARCLAYS(E)OTHERS
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References
Books: 1. Churchill & Brown; Basic Marketing Research ;Thomas Publications,5th edition 2. Paul Hague, Nick Hague and Carol-Ann Morgan; Market Research in Practice; Kogan Page limited,1st South Asian edition 2004. 3. Harper W.Boyd, Jr. Ralph Westfall, Stanley F. G Stasch; Marketing Research; All India Traveller Book Seller, 7th edition.
Websites: www.standardchartered.in www.hoovers.com http://www.thehindubusinessline.com/2005/07/04/stories/2005070 401261200.htm www.wikipedia.org www.rbishnoi.webs.com www.mouthshut.com www.financeindiamart.com www.standardchartered.com www.google.com www.yesbank.com www.hdfcbank.com www.barclays.com

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"A COMPARATIVE STUDY ON INVESTMENT BANKING INDIA by Pradeep Jariwal For More Topics Call 8233116967

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A Project Study Report

SUBMITTED BY: Pradeep Kumar Jariwal MBA IV SEM

SUBMITTED TO:Mr.Rupesh Roshan singh (Assistant Professor)

SCHOOL OF MANAGEMENT SOBHASARIA GROUP OF INSTITUTION, SIKAR SESSION:-2010-2012

6. Products & Services

9. Introduction 10. Objectives 11. Methodology 12. Findings & Analysis

Overview of the Banking System

Structure of the Organized Banking Sector in India

Bankers' Bank and Lender of the Last Resort

To cater to diverse financial needs, Standard Chartered offers a wide range of

Some other fact about SCB

Leading by Example to be The Right Partner

Responsive Trustworthy International Creative Courageous

Communities Trusted and caring, dedicated to making a difference

Investors A distinctive investment delivering outstanding performance and superior returns.

Regulators Exemplary governance and ethics wherever we are.

Products and Services Personal Banking:-

Bahrain Jordan Korea Qatar

1920 1925 1929 1950

Cote dIvoire Mauritius Turkey Afghanistan

2001 2002 2003 2004

Standard Chartered leading the way

Corresponding bank Location

Platinum Debit Car

Debit Card 1% Cash

Percentage No. of People

2. No. of people participated in survey on the basis of different age group.

No. of People Different Age Group 3, 5%

No. of People, 50-60,

3. No. of people participated in survey from different occupation.

Percentage No. of People

4. No. of people from different income group.

No. of People, 4.5 5.5, 22, 37%

No. of People, 3.5 4.5, 18, 30%

5. Bank which people have saving account

No. of People, Barclays, 1

No. of People, Yes Bank, 2

No. of People, Other, 13

No. of People, HDFC, 31

Age Group 20-30 Vs Liking features

Age Group 30-40 vs Liking Feature

24% 12% 23%

Age Group 40-50 Vs Liking features

ATM Network 43%

24/7 Internet Banking 0%

Age Group 50-60 Vs Liking features

ATM Network Service 24/7 Internet Banking Others

7. Features which people like in using bank

Percentage No. of People

8. People preferred bank (If switches)

9. Age Group Vs Preferred Bank (If Switches)

Age Group (20-30) Vs Preferred Bank

Age Group (30-40) Vs Preferred Bank

Barclays 8% Yes Bank 15%

Age Group (40-50) Vs Preferred Bank

Age Group (50-60) Vs Preferred Bank

Barclays 7% Yes Bank 18%

Yes Bnak 18%

Banks Vs Reason for Preferring

Features of Unit Linked Insurance Plan:

Minimum Premium (for Female lives)

Minimum Sum Assured Maximum Sum Assured