SUMMER TRAINING REPORT

On

Comparative Analysis of Services

offered by Standard Chartered
Bank with other Multinational
Banks

Submitted in partial fulfillment of the requirements of

Post Graduate Programme

By
Abhishek Jain
Batch – 2009-11
Roll No. PG20095287

IILM Institute for Higher Education Gurgaon

 DECLARATION FORM

I hereby declare that the Project work entitled,

COMPARATIVE__ANALYSIS_OF_SERVICES_OFFERED_BY

STANDARD_CHARTERED_BANK_WITH_OTHER_MULTINATIONAL_BA

NKS_________________________________________________________________

(write the title in Block Letters) submitted by me for the partial fulfilment of the Post

Graduate Program (PGP) to IILM Institute for Higher Education, is my own

original work and has not been submitted earlier either to IILM or to any other

Institution for the fulfilment of the requirement for any course of study. I also declare

that no chapter of this manuscript in whole or in part is lifted and incorporated in this

report from any earlier / other work done by me or others.

Place : Gurgaon

Date :

Signature of Student

Name of Student: Abhishek Jain_________________________

Address: _____________________________

_____________________________
Acknowledgement

"Sometimes our light goes out

But is blown into flame by another human being,
Each of us owes deepest thanks
To those who have rekindled this light"

No work is a single man’s effort. Cooperation, guidance and coordination are

required at various levels for the successful completion of a project.

I take this opportunity to express my gratitude to all those people who have
been instrumental in successful completion of my project. I extend my sincere
thanks to my mentor, Ms. Kakoli Sen, who helped me in all possible ways
and constantly encouraged me throughout my project. I also thank him for his
valuable guidance and for being understanding and supportive. I am
particularly indebted to Mr. Ashish Aggarwal, my company guide for his
helpful guidance, comments and suggestions on earlier reports and
throughout my project.

I am also grateful to the respondents who filled my questionnaires and helped

me in gaining an insight of “Standard Chartered” as a brand in the Indian
market. Their enthusiastic feedback has given my project a direction. All
errors, if any, in the project are my sole responsibility.

I would also like to express my gratitude towards my parents and friends, who
have always been my source of inspiration and motivation.
Preface
These days’ institutes have started giving more and more stress on the
management training, as it is the first interface of a management student with
the culture of the corporate world and it also gives firsthand experience to use
the knowledge acquired by us through our faculty in the classrooms, in the
corporate world.

Our institute has also been looking in the same direction and also determined
to produce quality students who are having a balanced knowledge of both
theoretical aspects and the practical knowledge as well and in the same
context we have to undergo a summer training of 2 months in a company.

To cover this aspect, which is the part of the curriculum as well, we underwent
training at Standard Chartered Bank and assigned with the task of working
with Liabilities Transaction Team.

This report was prepared while we were doing our summer training in
“Standard Chartered Bank” under the able guidance of Mr. Ashish Aggarwal
(Assistant Manager).

I have done the comparative analysis of Standard Chartered bank with other
MNC banks so I have done a market research, which shows that Standard
chartered Bank has still much to do for which I have gave some suggestions.

I have applied various tools to analyze the data which I collected through
questionnaire. I was able to know about the various products and services
offered by different MNC Banks. I selected banks for comparison on the basis
of their services, products, facilities, availability and charges.

During summer training I was able to know about the present real world of
financial product marketing which includes all the activities involved in selling
goods or services directly to final customers and also the awareness about
the customer wants and competitors activities in the real world of banking.
I have put forward few recommendations that may help Standard Chartered
Bank to become one of the Banking giants in India.

Contents
1) Introduction

a) Activities Performed by the bank

b) Types of banks

2) Industry Snapshot

a) Pre – Nationalised Period

b) Post – Nationalised Period
c) Liberalisation
d) Current Situation

3) Company Introduction

a) Business Overview
b) CEO’s of the company
c) History
d) Major Mergers & Acquisitions (Till Date)
e) Standard Chartered In India
f) Branches and ATM’s
g) Organisation Structure

4) Product and Services — An Overview

a) Saving Accounts Types

• Axcess Plus Account
• SuperValue Account
• Parivaar Account
• Saral Account

b) Current Account
• Business Plus A/c
• Enhanced Business Plus A/c
 c) 2-1 Account
d) Credit Cards
e) Services

5) Financial Summary for the Fiscal Year 2008-09

a) Balance Sheet
b) Profit and Loss Account

6) Competitors Profile – An Overview

7) Comparative Analysis of Standard Chartered with Other MNC

Banks
a) Total Assets, Gross & Net NPAs
b) Deposits/Investments/Advances
c) Income
d) Expenditure
e) Profits
f) Ratios
g) Comparison with services
i) Savings Account
ii) Current Account

8) Market Research

a) Research Objective
b) Research Methodology
c) Comparative Analysis & Observation
d) Questionnaire Used
e) Findings
i) Limitations
ii) Value Addition

9) Conclusion & Recommendations

10) Bibliography

“We want to be recognized across Asia, Africa and the Middle East
for delivering a sustainable business and to lead by example in our
markets."

Peter Sands
Group Chief Executive

“Our strength, diversity and resilience and flexibility”

Mervyn Davies
Chairman, Standard Chartered

“All of Standard Chartered’s services are excellent. I am very

happy and very relaxed when I deal with Standard Chartered.
There is never any issue that takes too long to be resolved or is
too complicated in the process of solving.”
“Our other correspondents are good as well, but when I compare
Standard Chartered with all the other correspondents we do
business with, I find Standard Chartered very efficient and surely
rank it as one of the best.”
“In good times and bad times Standard Chartered was there for
us. I see the relationship becoming stronger and expanding
further. We consider it a strategic partnership. It is a long term
partnership.
 Ms Lina Al Bakhit,
Assistant General Manager
Jordan National Bank

Recommendations –
Doing business in India requires an understanding of the country
environment, including factors influencing consumer lifestyle
choices. Therefore it becomes very important for the multinational
banks to have a good understanding of its potential consumers
which can be helpful for Standard Chartered in increasing its
consumer base in India thereby increasing its business. These are
few recommendations which can help Standard Chartered Bank to
stay ahead in the competition.

• Strong need of brand building: Standard Chartered needs to

build a good brand image by providing innovative products ad
providing top class services accordingly with their products.

• Improve its Services: A lot of people were not too much

satisfied with the services provided by Standard Chartered
Bank. The services provided y the other multinational ban in
India are better as compared with Standard Chartered,
therefore Standard Chartered strongly needs to improve its
services n order to compete with the other multinational and
private sector banks in India.

• Standard Chartered Bank should install a number of offsite

ATMs to make its presence felt in area where it has low or no
presentation.

• Understand challenges that Standard Chartered Bank is facing

from the competition and also analyze and understand the
future prospects and use it to understand the opportunities and
threats facing the business and the factors driving success.

• Get insight into trends in market performance

• Pinpoint growth sectors and identify factors driving change.

• Identify market and brand leaders and understand the

competitive environment.
• Identify the needs of the various segments of its consumers:
For example, a senior citizen might opt for a higher-cost MNC
bank simply because it offers free home pick-up and delivery of
even small-value cheques. A businessman would like a bank
that offers a sweep facility.

Segments with high unrealized potential

Mid-Size cities in India are developing at a fast rate and the

multinational banks in these cities have very low penetration. The
residents of such cities are affluent and they are good markets for
multinational banks.

Rich farmers who live in the rural belt but also spend quite some
time in the nearby towns can be tapped. Products can be
introduced to serve their specialized needs.

The growing number of netizens represents a segment with high-

unrealized potential.

Recommendations – Credit Cards

Unmet Needs

‘Unmet needs’ analysis has brought to light benefits which are not
currently being offered by the credit card industry and hence
present an opportunity.
Need for a Card customized for Internet transactions:
With rapid growth of business over the Internet, there exists a
great need for a card suitable for transacting safely and
conveniently over the Internet. The growing number of Internet
users will provide a lucrative market for this product.

Tie-ups with affiliate companies –

Need for ‘Premium’ benefits:

Even though there are credit cards in the premium segment, there
is a dearth of ‘premium’ benefits. Examples of these are Special
airport Lounges etc.
These benefits are available to the Indian consumer once he goes
abroad, but within India, he doesn’t get all the extra ‘premium’
benefits which can associate with Premium cards.

Proliferation of ATMs:
The credit card can be used for withdrawing cash from an ATM.
This revolving credit facility is also a major revenue earner for the
issuing bank (interest charges range from 1.99 % to 3 % per
month). There are many ATMs in the metros but there only few in
most non-metro cities. The lack of the ATMs doesn’t allow the
credit card to be used to its potential.

Product Characteristics translating into need gaps (as told by

consumers)

a) Low Credit limit

b) High Interest Charges (& interest charges applicable on the

interest itself)

c) High Annual charge

d) Grace period (mentioned, but not much importance given)

e) Low Value added benefits and inadequate information updates

Limitations

1. Only retail banking was taken into consideration while

conducting the market research of Standard Chartered Bank
and its competitors. This was done due to obvious limitation of
time allotted for the study. The main objective behind targeting
retail banking was to have a clear and concise picture of the
area under observation with due regard to time allotted.

2. While banking managers were being interviewed and certain

information like number of accounts and deposit base etc. was
not revealed by them and was intentionally kept hidden. This
led to non disclosure of some vital information which could have
been of some help in bringing forth certain other vital issues of
importance.

3. The sample size for the analysis of the satisfaction level of the
customers and testing the banking perceptions of the people
was restricted to 100 due to time factor constraint involved.

4. Only four Multinational banks and three new private sector

banks were targeted for the purpose of comparison because
they share similar services as Standard Chartered Bank. Indian
public sector banks were purposely ignored for the study.

5. Sometimes it becomes very difficult to compare the

performance of some products offered by the various
multinational banks.

6. Sometimes, customers are not very open or completely truthful

in their responses.
7. Sometimes people may not provide us with the correct
information.

Value Addition
The Value addition would be that –

• The project would help in analyzing the services and

products offered by Standard Chartered with the products
and services offered by other multinational banks. Each
organization needs to evaluate itself from time to time to stay
ahead in this highly competitive industry. Thus on the basis
of information obtained from the survey Standard Chartered
Bank can evaluate itself and devise new plans and strategies
to increase its business and improve its services, if
necessary.

• The organization will come to know about the effectiveness

of its products in satisfying its customer needs.

• The bank can focus on its strengths and work upon its
weaknesses to improve its sales.

The bank can come up with the most liked and expected features
and services in its products and can remove any unwanted or
negative features. This will improve its sales and market share.
1. Introduction –
A bank is licensed by a government. Its primary activity is to lend money.
Many other financial activities were allowed over time. For example, banks
are important players in financial markets and offer financial services such as
investment funds.

The first state deposit bank, Banco di San Giorgio (Bank of St. George),
was founded in 1407 at Genoa, Italy.

The name bank derives from the Italian word banco "desk/bench", used
during the Renaissance by Florentine bankers, who used to make their
transactions above a desk covered by a green tablecloth.

Activities Performed by Bank

a) Act as Payment Agents by conducting checking or current accounts for

customers.

b) Paying cheques drawn by customers on the bank.

c) Collecting cheques deposited to customers' current accounts.

d) Banks also enable Customer Payments via other payment methods such
as EFT, RTGS, and ATM.
e) Banks borrow money by Accepting Funds deposited on current accounts,
by accepting term deposits, and by issuing debt securities such as
banknotes and bonds.

f) Banks lend money by making advances to customers on current

accounts, by making installment loans, and by investing in marketable
debt securities and other forms of money lending.

g) Banks provide almost all payment services, and a bank account is

considered indispensable by most businesses, individuals and
governments.

h) Issue of banknotes (promissory notes issued by a banker and payable to

bearer on demand).

i) Providing documentary and standby letters of credit (trade finance),

guarantees, performance bonds, securities underwriting commitments and
other forms of off-balance sheet exposures.

j) Currency Exchange

k) Acting as a 'financial supermarket' for the sale, distribution or

brokerage, with or without advice, of insurance, unit trusts and similar
financial products.

Types of banking

Banks' activities can be divided into many parts –

Retail Banking – Dealing directly with individuals and small businesses.

Business Banking – Providing services to mid-market business

Corporate Banking – directed at large business entities

Private Banking – Providing wealth management services to high net worth
individuals and families; and

Investment Banking, relating to activities on the financial markets. Most

banks are profit-making, private enterprises. However, some are owned by
government, or are non-profit organizations.

Central banks are normally government-owned and charged with quasi-

regulatory responsibilities, such as supervising commercial banks, or
controlling the cash interest rate. They generally provide liquidity to the
banking system and act as the lender of last resort in event of a crisis.

2.Industry Snapshot –
Indian Banking can be divided into three stages –
Pre-Nationalisation (Phase 1)

Banking in India originated in the first decade of 18 th century with The

General Bank of India coming into existence in 1786. This was followed by
Bank of Hindustan. Both these banks are now defunct. The oldest bank in
existence in India is the State Bank of India being established as "The Bank
of Bengal" in Calcutta in June 1806. A couple of decades later, foreign banks
like Credit Lyonnais started their Calcutta operations in the 1850s. At that
point of time, Calcutta was the most active trading port, mainly due to the
trade of the British Empire, and due to which banking activity took roots there
and prospered. The first fully Indian owned bank was the Allahabad Bank,
which was established in 1865.

By the 1900s, the market expanded with the establishment of banks such as
Punjab National Bank, in 1895 in Lahore and Bank of India, in 1906, in
Mumbai - both of which were founded under private ownership. The
Reserve Bank of India formally took on the responsibility of regulating the
Indian banking sector from 1935. After India's independence in 1947, the
Reserve Bank was nationalized and given broader powers.

Post-Nationalisation (Phase 2)
By the 1960s, the Indian banking industry has become an important tool to
facilitate the development of the Indian economy. At the same time, it has
emerged as a large employer, and a debate has ensued about the possibility
to nationalise the banking industry. Indira Gandhi, the-then Prime Minister of
India expressed the intention of the GOI in the annual conference of the All
India Congress Meeting in a paper entitled "Stray thoughts on Bank
Nationalisation." The paper was received with positive enthusiasm.
Thereafter, her move was swift and sudden, and the GOI issued an ordinance
and nationalised the 14 largest commercial banks with effect from the
midnight of July 19, 1969. Jayaprakash Narayan, a national leader of India,
described the step as a "masterstroke of political sagacity." Within two
weeks of the issue of the ordinance, the Parliament passed the Banking
Companies (Acquisition and Transfer of Undertaking) Bill, and it received
the presidential approval on 9th August, 1969.

A second dose of nationalisation of 6 more commercial banks followed in

1980. The stated reason for the nationalisation was to give the government
more control of credit delivery. With the second dose of nationalisation, the
GOI controlled around 91% of the banking business of India.

After this, until the 1990s, the nationalised banks grew at a pace of around
4%, closer to the average growth rate of the Indian economy.

Liberalisation (Phase 3)

In the early 1990s, the then Narasimha Rao government embarked on a

policy of liberalisation and gave licences to a small number of private banks,
which came to be known as New Generation tech-savvy banks, which
included banks such as UTI Bank (now re-named as Axis Bank) (the first of
such new generation banks to be set up), ICICI Bank and HDFC Bank. This
move, along with the rapid growth in the economy of India, kick started the
banking sector in India, which has seen rapid growth with strong contribution
from all the three sectors of banks,

Government Banks,

Private Banks and

Foreign Banks

The next stage for the Indian banking has been setup with the proposed
relaxation in the norms for Foreign Direct Investment, where all Foreign
Investors in banks may be given voting rights which could exceed the present
cap of 10% at present it has gone up to 49% with some restrictions.

The new policy shook the Banking sector in India completely. Bankers, till this
time, were used to the 4-6-4 method (Borrow at 4%; Lend at 6%; Go home
at 4) of functioning. The new wave ushered in a modern outlook and tech-
savvy methods of working for traditional banks. All this led to the retail boom
in India. People not just demanded more from their banks but also received
more.

Current Situation

Currently, banking in India is generally fairly mature in terms of supply,

product range and reach-even though reach in rural India still remains a
challenge for the private sector and foreign banks. In terms of quality of
assets and capital adequacy, Indian banks are considered to have clean,
strong and transparent balance sheets relative to other banks in comparable
economies in its region.

The Reserve Bank of India is an autonomous body, with minimal pressure

from the government. The stated policy of the Bank on the Indian Rupee is to
manage volatility but without any fixed exchange rate-and this has mostly
been true.

With the growth in the Indian economy expected to be strong for quite some
time-especially in its services sector-the demand for banking services,
especially retail banking, mortgages and investment services are expected to
be strong. One may also expect M&A’s, takeovers, and asset sales.

In March 2006, the Reserve Bank of India allowed Warburg Pincus to

increase its stake in Kotak Mahindra Bank (a private sector bank) to 10%.
This is the first time an investor has been allowed to hold more than 5% in a
private sector bank since the RBI announced norms in 2005 that any stake
exceeding 5% in the private sector banks would need to be vetted by them.
Currently, India has 88 scheduled commercial banks (SCBs) - 28 public
sector banks (that is with the Government of India holding a stake), 29
private banks (these do not have government stake; they may be
publicly listed and traded on stock exchanges) and 31 foreign banks.
They have a combined network of over 53,000 branches and more than
17,000 ATMs.

According to a report by ICRA Limited, a rating agency, the public

sector banks hold over 75 percent of total assets of the banking
industry, with the private and foreign banks holding 18.2% and 6.5%
respectively.

3. Company Profile –

“Known and trusted for our high standards of corporate responsibility,

we are committed to building a sustainable business through social
inclusion, environmental protection and good governance”

1. Business and Strategy:

Listed on both the London Stock Exchange and the Hong Kong Stock
Exchange, and NSE Stock Exchange.Standard Chartered PLC are
consistently ranked in the top 25 FTSE 100 companies by market
capitalization. By combining our global capabilities with deep local knowledge,
we develop innovative products and services to meet the diverse and ever-
changing needs of individual, corporate and institutional customers in some of
the world’s most exciting and dynamic markets. Serving both Consumer and
Wholesale Banking customers, the Bank combines deep local knowledge with
global capability to offer a wide range of innovative products and services as
well as award winning solutions capability to offer a wide range of innovative
products and services as well as award winning solutions. Standard
Chartered is committed to be the Right Partner to all our stakeholders by
living its values in its approach to managing its people, exceeding
expectations of its customers, making a difference in the communities that we
operate in and working with its regulators. The Bank is trusted across its
network for its standard of governance and corporate responsibility.Its major
businesses are: Private Banking, SME Banking, Wholesale Banking,
Personal Banking and Islamic Banking.

Standard Chartered CEO’s

CEO of India and Asia – Mr. Neeraj Swaroop

CEO of USA – Mr. Peter Sands

CEO of Asia Pacific – Mr. Jaspal Bindra

History

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.

Both companies were keen to capitalize on the huge expansion of trade

and to earn the handsome profits to be made from financing the
movement of goods from Europe to the East and to Africa.

The Chartered Bank

1. Founded by James Wilson following the grant of a Royal Charter by

Queen Victoria in 1853.

2. Chartered opened its first branches in Mumbai (Bombay), Calcutta and

Shanghai in 1858, followed by Hong Kong and Singapore in 1859.

3. Traditional business was in cotton from Mumbai (Bombay), indigo and

tea from Calcutta, rice in Burma, sugar from Java, tobacco from
Sumatra, hemp in Manila and silk from Yokohama.
4. Played a major role in the development of trade with the East which
followed the opening of the Suez Canal in 1869 and the extension of the
telegraph to China in 1871.

5. In 1957 Chartered Bank bought the Eastern Bank together with the
Ionian Bank's Cyprus Branches. This established a presence in the
Gulf.

The Standard Bank

 Founded in the Cape Province of South Africa in 1862 by John

Paterson. Commenced business in Port Elizabeth, South Africa, in
January 1863.

 Was prominent in financing the development of the diamond fields of

Kimberley from 1867 and later extended its network further north to the
new town of Johannesburg when gold was discovered there in 1885.

 Expanded in Southern, Central and Eastern Africa and by 1953 had 600
offices.

 In 1965, it merged with the Bank of West Africa expanding its operations
into Cameroon, Gambia, Ghana, Nigeria and Sierra Leone.

Merger of two Giants

In 1969, the decision was made by Chartered and by Standard to undergo a

friendly merger. All was going well until 1986, when 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 disinvestments notably in the United States and South
Africa, and also entered into a number of asset sales.

From the early 1990s, Standard Chartered has focused on developing its
strong franchises in Asia, the Middle East and Africa using its operations in
the United Kingdom and North America to provide customers with a bridge
between these markets. Secondly, it would focus on consumer, corporate
and institutional banking and on the provision of treasury services - areas
in which the Group had particular strength and expertise. In the new
millennium, Standard Chartered acquired Grindlays Bank from the ANZ
Group and the Chase Consumer Banking operations in Hong Kong in 2000.
Since 2005, Standard Chartered has achieved several milestones with a
number of strategic alliances and acquisitions that will extend the
customer or geographic reach and broaden the product range.

Mergers & Acquisitions (Till Date)

Date Location What has Done

May 2008 Vietnam Standard Chartered announces raising strategic stake in Vietnam's
Asia Commercial Bank to 15%

Jan 2008 South Standard Chartered to acquire South Korea's Yeahreum Mutual
Korea Savings Bank

Oct 2007 South Standard Chartered First Bank Korea Ltd to acquire 80% stake in
Korea South Korea's A Brain, a funds administration company

Sep 2007 Global Signs agreement to buy American Express Bank, a wholly owned
subsidiary of American Express Company, with operations in 47
countries

Sep 2007 Global Standard Chartered to acquire Pembroke, an aircraft leasing,

financing and management firm
Sep 2007 Global Standard Chartered to acquire Harrison Lovegrove, a leading global
oil and gas M&A advisory boutique

Aug 2007 India Standard Chartered announces acquisition of 49% strategic stake
in India's UTI Securities, a leading local broking firm.

End 2006 Taiwan Launched tender offer for 100% in Hsinchu International Bank
(USD1.2bn)

Sep 2006 Pakistan Acquisition of 95.37% Union Bank (USD487m)

Sep 2006 Indonesia Acquisition of 26% stake in PermataBank by the consortium of

Standard Chartered Bank & PT Astra International Tbk (USD193m).
Total stake held in PermataBank by consortium today is 89%.

Jun 2006 Africa Acquisition of 25% in First Africa Group Holdings Ltd

Dec 2005 N/A Acquisition of 20% stake in Fleming Family & Partners (USD78m)

Sep 2005 China Acquisition of 19.99% of China Bohai Bank (USD123m)

Aug 2005 Banglade Acquisition of Amex Bank's Bangladesh business (USD25m)

sh

Jun 2005 Vietnam Acquisition of 8.56% stake in Asia Commercial Bank (USD22m)

Apr 2005 Global Acquisition of a minority stake (6%) in Travelex as part of Apax led
consortium

Jan 2005 South Acquisition of Korea First Bank (USD3.3bn)

Korea

Dec 2004 Global Acquisition of ANZ's Project Finance business with assets
(USD15m)

Nov 2004 Indonesia Acquisition of 63% stake in PermataBank by the consortium of

Standard Chartered Bank & PT Astra International Tbk (USD355m)
Sep 2000 Hong Acquisition of Chase Manhattan Card Company (USD1.32bn)
Kong

Jul 2000 Global Acquisition of ANZ Grindlays (USD1.34bn)

Jun 2004 Hong Acquisition of PrimeCredit

Kong

Some more major facts behind the acquisitions –

• On 15 April 2005, the bank acquired Korea First Bank, beating HSBC in
the bid. Since then the bank has rebranded the branches as SC First
Bank.

• On 9 August 2006 Standard Chartered announced that it had acquired an

81% shareholding in the Union Bank of Pakistan in a deal ultimately worth
$511 million.]This was the first acquisition by a foreign firm of a Pakistani
bank and the merged bank, SCB (Pakistan), is now Pakistan's sixth largest
bank.

• On 22 October, 2006 Standard Chartered acquired majority ownership of

the Hsinchu International Bank in Taiwan. Standard Chartered merged its
existing three branches with Hsinchu's 83, and then delisted Hsinchu
International Bank, changing the bank's name to Standard Chartered
Bank. Prior to the merger, Hsinchu had suffered extensive losses on
defaulted credit card debt.

• In 2007, Standard Chartered opened its Private Banking global head

-quarters in Singapore.

• On 23 August, 2007 Standard Chartered entered into an agreement to buy

a 49% of an Indian brokerage firm (UTI Securities) for $36 million in cash
from Securities Trading Corporation of India Ltd., with the option to raise
its stake to 75% in 2008 and, if both partners agree, to 100% by 2010.

• Standard Chartered PLC announced that its local subsidiary in Brazil has
entered into an agreement to acquire a specialist team and some
fixed assets from Lehman Brothers Brazil.
• Standard Chartered announced the completion of the acquisition
of Cazenove Asia Limited, a leading Asian equity capital markets,
corporate finance and institutional brokerage business, from JPMorgan
Cazenove. The acquisition was announced on 13 November 2008 and
was completed 30 January 2009.

Standard Chartered Bank India

Standard Chartered Bank India is the country’s largest international bank, with
82 branches and over 8,000 employees and is one of the Group’s key
operations worldwide in terms of profitability. The Bank has played a
significant role in the history of the banking industry in India since opening its
first branch at Kolkata in 1858 and completed 150 years of existence as a
company in 2003. Standard Chartered Bank India has Standard Chartered
Bank India is an active participant in various advisory forums and has played
a lead role in RBI committees on Rupee Derivatives and Options. The Bank’s
back office operations which were India’s first to be accorded ISO 9002
certification, now form a part of the state-of-the-art global processing and
reconciliation hub in Chennai.

Branches and ATM’s

Standard Chartered has a network of over 1,750 branches and outlets in
more than 70 countries and territories across the globe, making them one
of the world's most international banks. The bank has 81 branches in 31
cities and a customer base of 2.1 million in retail banking and over 1,000
top corporate clients in India.
UK/Europe

Austria Kazakhstan Spain

France Luxembourg Sweden

Germany Monaco Switzerland

Guernsey Poland Turkey

Italy Romania Ukraine

Jersey Russia United Kingdom

The Americas
Argentina Chile Uruguay

Bahamas Colombia USA

Brazil Falkland Islands Venezuela

Canada Mexico

Cayman Islands Peru

Asia Pacific

India Pakistan

Afghanistan Indonesia Philippines

Australia Japan Singapore

Bangladesh Laos South Korea

 Brunei Macau Sri Lanka
Darussalam

Cambodia Malaysia Taiwan

China Mauritius Thailand

Hong Kong Nepal Vietnam

Africa The Middle East

Sierra Leone Bahrain

Botswana South Africa Egypt

Cameroon Tanzania Jordan

Cote d'lvoire The Gambia Lebanon

Ghana Uganda Oman

Kenya Zambia Qatar

Nigeria Zimbabwe UAE

Organisation Structure
Managerial Hierarchy
Of
Standard Chartered

Consumer Private SME Wholesale Personal Islamic

Consumer Banking

WM IS PB SB TB BA

Wealth Investment Priority Service Transaction Bank

Management Service Banking Banking Banking Assurance

Transaction Banking

National Sales Manager

Regional Sales Manager

 Cluster Manager

Sales Manager

Transaction Teams

Liabilities Transaction Team Asset Transaction Team

4. PRODUCTS AND SERVICES –

1. Savings Accounts:
a) Axcess plus Savings Account:
 With AQB (Average Quarterly Balance) of Rs. 10, 000 :
 This is the base savings account
 Minimum balance requirement is Rs. 10, 000
 International debit card- Shop Smart Dr. card or Gold Debit card
 Free local cheque book
 Free SMS Banking
 Free Phone Banking
 Free Internet Banking
 Can withdraw Rs 25000 per day through Shop Smart Debit card
and Rs 95000 per day through Gold debit card
 Multicity Banking
 Only 4 free transactions through ATM in a month

 With AQB (Average Quarterly Balance) of Rs. 15000:

 Everything same as in Axcess Plus Savings Account with AQB of
Rs. 10, 000
 Minimum balance requirement is Rs 15, 000
 In case of ATM withdrawal, any number of free transactions.
 At par cheque book also free
 2 free Doorstep Banking (per month)
  2 free DDs (per month)
b) Super Value Savings Account:
 All benefits same as in Axcess Plus Saving Account
 1 Doorstep Banking free, daily
 1 DD free, daily, of any amount
 Free Shop Smart Debit card
 An AQB of Rs 50, 000 is required to be maintained
c) Parivaar Savings Account:
 The bank allots 4 savings accounts (maximum) to 8 members
(maximum) of the family (should be blood relations)
 A combined AQB of Rs 25, 000 is required to be maintained
 All other benefits same as in Axcess Plus Savings Account
 Option of Systematic Investment Plan (SIP), a well known long term
wealth building tool that allows you to invest a fixed amount of
money every month in specific mutual funds. This comes with a
direct debit facility and avoids the need to remember dates and
write cheques every month.
d) Aasaan Savings Account:

 No minimum balance requirement

 Free unlimited access to any SCB branch across the country for
Customer-in-Person (CIP)
 Unlimited free access to SCB ATMs
 Up to 4 free cash withdrawal transactions from Non-SCB ATMs
 Nominal quarterly fee of Rs. 100 (reversed if AQB in the quarter is
Rs. 10, 000 or more)
 International debit card

2. Current Accounts:
a) Business Plus-50:
 AQB of Rs 50, 000 is required to be maintained
 2 DD free, daily (75 free DDs in a quarter and 25 DDs free in a
month) –only at SCB locations
 1 Doorstep Banking free, daily
 Multicity Banking
 Gold Card benefits
 All other benefits of Super Value Savings Account

b) Enhanced Business Plus-100:

 Minimum balance requirement of Rs 1,00,000 (on AQB basis)

 Unlimited doorstep banking
 Up to Rs 500,000 DDs are free at Non-SCB locations
 At SCB locations, unlimited DDs are free
 Free IBFT (Inter-Bank Fund Transfer) at 63 banks
 c) Enhanced Business Plus-1000:

 Minimum balance requirement of Rs 10,00,000 (on AQB basis)

 Up to Rs 75 lakhs DDs free at Non-SCB locations
 All other benefits same as in EBP-100
 Free Internet Banking
 Free Multicity banking
 Free Debit card with Axcess Plus benefits
 Flexible banking hours for convenience

3. 2- in- 1 Account:

A unique account that offers you a double advantage, letting you earn the
high interest rate of a fixed deposit while you enjoy the flexibility of a
savings or current account.

How does the 2-in-1 account work?

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.
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.

Unique Features:
 Earn fixed deposit interest rates
 Enjoy the flexibility of a Savings or a Current Account
 Free personalized cheque book and Debit/ATM card
 Flexibility of withdrawing money whenever you need it
 Deposit more money in your account to earn a higher rate of interest by
placing subsequent deposits
 Phone Banking for account related information at your fingertips

4. Credit Cards:

The Standard Chartered Gold Card is more than just a credit card. It's your
key to the best that life has to offer. Special deals at your favourite
restaurants, privileged access to exclusive areas when you're travelling,
worldwide acceptance… get used to the Golden Life.
Here are some of your exclusive benefits as a Gold Card member:
  Privilege access to Airport Lounges: The Standard Chartered Gold
Card ensures your entry into exclusive airport lounges in Delhi,
Chennai, and Kolkata. Your privileges also include complimentary non-
alcoholic beverages and snacks.

 Global Acceptance
 Balance Transfer Option: Transfer your outstanding balance from any
other credit card to the Standard Chartered global credit card at a
special rate lower than the 2.95% p.m. that you are currently paying.
 Revolver Facility: Our flexible payment option using revolving credit
allows you to pay just 5% of the outstanding amount on your card
every month
 Cash Advance Facility*: Enjoy 24-hour access to cash up to 30% of
the credit limit at 850,000 ATMs worldwide and 6500 ATMs across
India.
(*Subject to the Bank's credit criteria).
 Zero Lost Card Liability: Report the loss of your card to the Bank &
you can avail of the Zero Lost Card Liability
 Credit Free Period: Spend using your Standard Chartered Credit Card
as and when you please and enjoy the credit free period of up to 52-
days.
 24 hour Help-lines.

5. Services:

 Going beyond assurances and promises: At Standard Chartered

Bank we are willing to go that extra mile and improve our service for
you, our valued customer. Service Guarantee gives you the power to
demand the superior service you truly deserve. Every time a service is
delayed beyond the guaranteed time given below, you can claim INR
50 for each day of the delay.

 The Room service Guarantee

 The ATM card Guarantee: You will receive your ATM card within
seven working days of your applying for it.

 The Deposit Confirmation Delivery Guarantee: For all new

accounts, your deposit confirmation will reach you within five working
days of your submitting the completed account opening forms to us.

 The Cheque-book Delivery Guarantee: You will receive your cheque-

book within seven working days of your placing your request.
 The Finance against Shares Guarantee: Setting up of limit and
enhancement of limit your overdraft limit will be set up within five
working days of receiving your completed documents, and if you wish
to enhance your limit, it will be done within three working days of
receiving your documents and dividend warrants.
5. Financial Analysis of Standard
Chartered Bank
6. Competitors Profile –
Standard chartered doesn’t compete with government, private and local banks.
Their competitors are MNC Banks Like ABN-AMRO Bank, American Express,
RBS Bank, etc. There is some information regarding these banks.

ABN AMRO Bank

ABN AMRO is a Dutch bank, currently
owned by RFS Holdings B.V., a consortium
of Royal Bank of Scotland Group, the
Government of the Netherlands, and Banco Santander. The bank was created
as the result of the 1990-91 mergers between Amsterdam-Rotterdam
(AMRO) Bank and ABN, whose history dated back to the founding of the
Nederlandsche Handel-Maatschappij in 1824. Between 1991 and 2007,
ABN AMRO was one of the largest banks in Europe and had operations in
about 63 countries around the world.

Citigroup
Citigroup is a major American financial
services company based in New York, NY.
Citigroup was formed from one of the
world's largest mergers in history by combining the banking giant Citicorp and
financial conglomerate Travelers Group on April 7, 1998. Citigroup Inc. has
the world's largest financial services network, spanning 107 countries
with approximately 12,000 offices worldwide. The company employs
approximately 300,000 staff around the world, and holds over 200 million
customer accounts in more than 100 countries. It is the world's largest
bank by revenues as of 2008. It is a primary dealer in US Treasury securities.
Deutsche Bank
Deutsche Bank is an international Universal bank with its headquarters in
Frankfurt, Germany. The bank employs more than 81,000 people in 76
countries, and has a large presence in
Europe, the Americas, Asia Pacific and
the emerging markets.

Deutsche Bank was founded in Germany in January 1870 as a specialist bank

for foreign trade in Berlin. The bank merged with other local banks in 1929 to
create Deutsche Bank und DiscontoGesellschaft, at that point the biggest
ever merger in German banking history. In 1937, the company name changed
back to Deutsche Bank.

American Express Bank

American Express Bank India, established in 1921 is known for its superior
quality travel and financial services. The American Express Bank India
issues a wide range of cards and travelers
cheques for the convenience of their
valued clients. This is the largest company
to have an extensive network of traveling
points all over the country. American
Express Travels has entered into a Memorandum of Understanding (MoU) with
the postal department to enable some specified speed post offices in
distributing and encashing American Express Travellers Cheques.

Barclays Bank
Barclays is a major global financial services provider operating in Europe,
North America, the Middle East, Latin America, Australia, Asia and Africa. It is
a holding company that is listed on the London, New York and Tokyo stock
exchanges. It operates through its
subsidiary Barclays Bank. Barclays
PLC is ranked as the 25th largest
company in the world according to Forbes Global 2000 (2008 list) and the
fourth largest financial services provider in the world according to Tier 1
capital ($32.5 billion). It is the second largest bank in the United Kingdom
based on asset size.

HSBC Bank
HSBC Holdings was established in 1990 and became the parent company to
The Hong Kong and Shanghai Banking Corporation in preparation for its
purchase of Midland Bank and a change of domicile for the transfer of
sovereignty of Hong Kong. It also has shares in HSBC Holdings, which gave
HSBC a substantial presence in the UK,
was completed in 1992. HSBC then moved
the headquarters of HSBC Holdings from 1 Queens Road Central, Hong
Kong to 10 Lower Thames Street, London in 1993. In May 2008 HSBC
acquired IL&FS Investment, an Indian retail broking firm.

7. Comparative Analysis of Competitive

Banks in India –
 Standard Chartered has more liabilities than assets ratio even 2nd highest
among the competitors.Also the net NPA’s been higher but when compared to
previous year. The Net NPA’s go lower.

Foreign Banks in India: Total Assets, Gross & Net NPAs

Foreign
As onBanks in India : Deposits/Investments/Advances (Rs.
March 31 on
As (Rs. Crore)
Crore)
March 31
S.N BAN Liabilities/Assets Gross NPAs Net NPAs
S. BAN Deposits Investments Advances
o K
No KS
2005 2006- 2007- 2005 2006 2007 2005 2006 2007
2005- 2006- 2007- 2005- 2006- 2007- 2005- 2006- 2007-
-06 07 08 -06 -07 -08 -06 -07 -08
06 07 08 06 07 08 06 07 08
1
1 ABN
ABN 23,53
11,8 28,518
15,9 36,617
18,9 51.12
4,82 100.8
6,40 294.0
11,7 16.47
15,0 21.28
18,3 173.8
20,38
Amro
Amro 9.63. .398. .1
11. 5.4 7
6.6 9
77. 73. 87. 8
1.
2 Americ
Americ 3,655
2,25 4,043.
2,66 -- 20.44
990. 21.64
1,95 -- 11.72
2,01 12.32
1,59 --
an .29.9 66
2 an 4.1 51 8.9 7.1 3.1
Expres
Express
s
3 Barclay 360. 1,01 6,90 584. 1,34 2,85 4.33 172. 7,635
Barclay 1,877 3,123. 12,928 0.00 0.00 53.03 0.00 0.00 32.44
s 77 0.0 1.8 57 2.0 6.6 70 .5
3 s Bank .8 3 .1
4 PLC
Citiban 27,9 37,8 46,1 10,5 16,0 18,4 24,4 32,8 38,37
k
Citiban 11. 75. 25.
45,43 66,358 83,851 55.
391.8 21.
530.0 50.
791.6 55.
233.5 61.
336.1 6.
471.8
45 kDeutsc 7.4,37 .36,97 .0
13,7 3,26
0 6,20
0 10,1
0 2,58
0 4,94
0 8,960
0
he
Deutsc
9.9 8.3 54.
12,05 17,715 24,713
0.8
8.26
3.5
11.02
71.
59.59
1.7
0.00
5.0
0.42
.1
20.09
Bank
he 0. .1 .0
5 AG
Bank
6 AG
Stand 28,4 34,1 36,9 10,6 11,9 12,7 24,0 30,1 33,3
ard
Stand 59. 58,89
45,9 74. 56.
73,44 31.
683. 02.
799. 87.
723. 76.
378. 03.
431. 51.
345.
Charte
ard 54. 1.3 5.2 81 48 14 95 90 38
6
Charte
red
red
In the deposits, investments and advances standard chartered is also the
second highest among the competitors in India.

Foreign Banks in India : Income

As on March (Rs. Crore)
31
S.N BANKS Interest Earned Other Income Total Income
o

2005 2006- 2007- 2005- 2006 2007- 2005- 2006- 2007-

-06 07 08 06 -07 08 06 07 08
1 ABN 1,37 2,18 3,03 612. 861. 643.8 1,988 3,046 3,682
Amro. 6. 5. 8.2 48 78 2 . . .1
2 Americ 259. 289. - 303. 379. - 562.7 668.5 -
an 22 15 55 41 8 6
Express
3 Barclay 65.6 137. 623. 233. 217. 567.5 299.5 354.7 1,191
s Bank 5 56 83 93 19 1 8 5 .3
4 Citiban 3,06 4,38 5,96 1,04 1,34 2,446 4,107 5,729 8,410
k 4. 3. 3.9 3.0 5. .1 . . .1
5 Deutsc 603. 971. 1,44 555. 653. 1,016 1,158 1,625 2,461
he 74 71 5.3 24 66 .3 . . .7
Bank
6 Standa 3,05 4,04 4,87 1,05 1,34 2,25 4,11 5,39 7,12
rd 6. 6. 8.0 7.7 7. 1.7 4. 3. 9.7
Charte
red

Foreign Banks in India : Expenditure

As on March 31 (Rs. Crore)
S. BAN Interest Expended Operating Total Expenditure
No. KS Expenses
2005 2006 2007 2005 2006 2007 2005 2006 2007-
-06 -07 -08 -06 -07 -08 -06 -07 08
1 ABN 659. 1,038 1,459 747.5 970.2 1,307 1,406 2,008 2,766.
Amro. 16 .4 .8 1 1 .1 .6 92
2 Americ 154. 166.7 - 301.0 339.4 - 455.4 506.1 -
an 46 0 3 1 8 1
Express
3 Barclay 28.1 70.96 323.4 51.81 128.1 692.0 79.98 199.1 1,015.
s Bank 6 1 5 3 0 44
4 Citiban 1,00 1,696 2,311 1,524 1,852 2,179 2,530 3,549 4,490.
k 5.7 .3 .4 .6 .6 .3 . .0 79
5 Deutsc 368. 467.0 536.5 466.1 744.3 1,059 834.4 1,211 1,595.
he 30 7 0 3 9 .1 3 .4 69
Bank
6 Stand 1,19 1,65 2,12 1,20 1,40 2,05 2,39 3,05 4,180
ard 0.1 1.8 9.9 1.1 3.6 0.5 1.2 5.5 .53
Charte
red

Foreign Banks in India : Profit

 As on (Rs. Crore)
March 31
S.N BAN Gross Profit Prov. & Cont. Net Profit
o K
2005 2006 2007 2005 2006 2007 2005 2006 2007-
-06 -07 -08 -06 -07 -08 -06 -07 08
1 ABN 581. 1,03 915. 340. 652. 634. 241. 385. 280.6
Amro 93 8. 19 25 95 52 68 35 7
2 Americ 107. 162. - 54.3 110. - 52.9 51.7 -
an 29 45 5 73 4 2
Express
3 Barclay 219. 155. 175. 97.6 64.5 169. 121. 91.0 6.15
s Bank 60 64 91 5 7 76 95 7
4 Citiban 1,57 2,18 3,91 871. 1,28 2,11 705. 900. 1804.
k 7.1 0. 9.3 56 0.4 5.0 55 00 26
5 Deutsc 324. 413. 866. 198. 195. 479. 125. 218. 386.1
he 55 91 01 62 69 91 93 22 1
Bank
6 Stand 1,72 2,33 2,94 817. 973. 1,24 904. 1,36 1706.
ard 2.8 7. 9.2 97 63 3.0 85 4.3 23
Charte
red

Foreign Banks in India : Ratios

As on March (In Per cent)
31
S.N BAN Operating Capital Adequacy Net NPA as % to
o K Expenses as % to Ratio Net Advances
Total Expenses
2005 2006 2007 2005 2006 2007 2005 2006 2007-
-06 -07 -08 -06 -07 -08 -06 -07 08
1 ABN 53.1 48.3 47.2 10.4 11.3 12.9 0.11 0.12 0.85
Amro 4 0 4 4 4 2
2 Americ 111. 53.1 - 10.2 13.0 - 0.58 0.77 -
an 68 4 6 0
Express
3 Barclay 64.7 66.0 67.0 22.9 13.6 21.1 0.00 0.00 0.42
s Bank 9 9 6 2 8 1
4 Citiban 46.7 64.7 64.3 11.3 11.0 12.1 0.95 1.02 1.23
k 3 9 6 3 6 3
5 Deutsc 106. 60.2 52.2 12.7 10.6 13.5 0.00 0.01 0.22
he 06 5 0 4 2 8
6 Standar 50.6 55.8 61.4 9.93 10.4 10.5 1.57 1.43 1.04
d 5 6 5 4 9
Charter
ed

After analyzing all the above statements, we can see

that Citi Bank is the only one who is giving tough
competition to Standard Chartered Bank.

Comparative Analysis of Standard Chartered Bank’s

Savings Account with Other Multi National Banks’
Savings Accounts

Particulars SCB HSBC ABN- Deutsche Barclays

AMRO Bank
Bank

A. Savings Access Mass Flex- Value Zero

Account - Plus/ Market/ Privilege/ Plus Balance
Super Power Flex Plus/ /Advantage /Advantage
Value/ Vantage/ Flex / Family /Savings
Parivaar/ Premium Advantage Plus/ No
2-in-1 Frills

Account 10000 25000 50000 40000 or 0/10000/25

Opening 100000 0000
Balance AUM/
75000 or
300000
AUM
Compounding Quarterly Quarterly Daily Quarterly Quarterly
of Interest

Particulars SCB HSBC ABN-AMRO Deutsche Barclays

AQB 25000/50 25000/1000 ADB - 40000/750 0/25000/1

000/1000 00/2500000 50000/10000 00 0000/350
00 /Nil :
Additional
Account on
5000

Debit Card Shop Internationa Normal/Gold Classic Classic/

Offered Smart/Plat l Debit Card /Internation Platinum
inum card al Gold

Withdrawal 25000/95 25000/5000 50000/10000 50000/100 50000/10

Facility- 000 0 0 000 0000
Cash/POS

Charges of 224/750 180/400 Free/495 Free

Debit Card (with ser.
tax)

Withdrawal Free/4 Free/ Rs 20 Free/50 per Free/free Free at

Facility- Times in Per transaction any Bank
Own/others Month Transaction
 Reward 1 Point on NA NA NA NA
Points Per 100

Cheque Local Local/At AT PAR AT PAR Local/Loc

Book Cheque Par/At Par al + At
Book/At Par/Local
Par + At Par/
Local

Particulars SCB HSBC ABN- Deutsche Barclays

AMRO Bank

Demand 0/2 DDs NA Free/50/50 Free up to Unlimited

Drafts on SCB 1.5 Lac/free
per up to 2.5
Month/1 Lac
DD per
Day

DD Charges 85 + . NA 50 1.75/1.5pe No
125% r 1000 charges

Door-step 0/2 Times Free 1 Per Day/1 Free free

Banking Per Per
Month Day/Free
Upto 3
Lakhs/1
Every
Day

Relationship Yes
Manager -Relations
hip of 5-
20 Lakhs

SMS Free Free Free Free Free

Banking

Phone Free Free Free Free Free

Banking

Particulars SCB HSBC ABN- Deutsche Barclays

AMRO Bank
Bank

Internet Free Free Free Free Free

Banking

Multicity Free Free Free Free Free

Branch
Banking

Balance Free Free Free Free Free

Enquiry
Charges

Railway Free Free Free Free Free

Booking
Services

Bills Free Free Free Free Free

Payments

Statements Free Quarterly/ monthly Monthly Monthly/Q

-Monthly/ Monthly/M uarterly/
Quarterly onthly

Sweep Out Free -Yes NA Free -Yes NA YES

Facility

RTGS Yes Yes yes Yes(195) Yes

Facility
Comparative Analysis of Standard Chartered Bank
with Other Multi National Banks

Particular SCB HSBC ABN- Deutsche BARCLAY

s AMRO S

B. Current Business Business/ Value Plus Normal/Curr Business

Account Plus Business Silver ent First
50/Enhan Vantage/ 40/Gold Plus/Current Special/Spe
ce Plus Business -100/Gold Silver/Curren cial/Super/R
Business Select -500 t oyal
100/Enha Gold/Current
nce Platinum
Business
Plus
1000

Account 50000/10 25000/10 ADB 20000/35000 25000/5000

Opening 0000/100 0000/100 -40000/100 /75000/2500 0/100000/5
Balance 0000 0000 000/50000 00/500000 00000
0

AQB 25000/5000
0/100000/5
00000

Debit Card Shop Gold/Classic

Offered Smart
Card/Gol
d Debit
Card
Withdrawal 95000 75000/10 50000 In 50000/50000
Facility- 0000/200 All /75000/1000
Cash/POS 000 00/200000

Charges of 900 495/95

Debit Card
–Annual

Cheque At Par At Par At Par At Par At Par

Book (Personal
ized
Cheque
Book)

Demand Free/ 50 Non ABN Free On

Drafts Lakhs On Branch 2 Own/ 5
Limit on Non SCB Lakhs/20 Lakhs /15
Own/Other /75 Lakhs Lakhs/40 Lakhs/55
On Non Lakhs Lakhs/1
SCB Crore

Door-step 1 Daily Nil/1 Per

Banking Free/ For Day/1 Per
rest Day
Unlimited

Statements Monthly/ Monthly/M Monthly Free

Quarterly onthly/Wee
/Quarterl kly
y Free
8. Market Research
Research Objective
The objective of the project is to analyze the various financial products and
services offered by various multinational banks and then, on the basis of the
products and services offered, compare the performance of these banks with
Standard Chartered Bank. Thus by comparing the performance of the various
banks I have to devise strategies to increase the business for Standard
Chartered Bank and discover the potential market segment which may help
Standard Chartered Bank to stay ahead in the competition.

Research Methodology
Since it is basically a market research project along with some marketing and
selling of financial products, various market research methods were used to
accomplish its goals. I conducted a market survey to know about the various
players and their performance in the industry taking into consideration the
various products and the product related services provided by them. The
stepwise methodology that was used is:

1. Sampling: Population that was taken as a sample included customers of

some multinational banks like Standard Chartered Bank, ABN-AMRO,
HSBC, Citibank and some new private sector banks like ICICI Bank,
HDFC and IDBI.

2. Secondary research
3. Survey research was done through

• Personal Interviews
• Interactions with consumers of different banks.

Questionnaires were designed to conduct interviews.

4. Preparation and tabulation of data.

5. Data Analysis.

The information thus obtained from the survey was used to discover the
potential segment for generating new business for the organization and
thereby devise strategies to generate new business from that potential
segment.
Questionnaire

Demographics
1. Name
__________________________________________________

2. Age

a) Below 20 years b) 20 – 40 years

c) 40 – 60 years d) above 60 years

3. Sex

a) Male b) Female

4. Marital Status
a) Married
b) Single

5. Occupation
a) Student b) Service
c) Business d) Others ______

6. Annual Income
a) Below Rs 2, 00,000 p.a.

b) Between Rs 2, 00,000 & 5, 00,000

c) Above 5, 00,000

7. Contact Number/Email _______________________

8. Your criteria for choosing a particular bank:
(Please tick the appropriate box, 1- lowest 2 -low 3- average 4 –
high and 5 the highest)

Rating Scale
Features 1 2 3 4 5
1. Location
2. Ambience
3. Timings
4. Products
Offered
5. Clarity of
Information
6. Service

9. Rate the following banks on a scale of 1 to 5 of satisfaction

level.
(Please tick the appropriate box, 1 being the lowest and 5 the
highest)

Rating Scale
Bank 1 2 3 4 5
1.Standard
Chartered
2. Citibank
3.ABN Amro
4. HSBC
5. HDFC
6. ICICI
7.IDBI
 10. Any other facilities not provided by your current bank?

_____________________________________________________

11. Do you have relationships with other banks, if yes, please

specify
(a) Standard chartered Bank (b) ABN AMRO
(c) HSBC (d) Citibank
(e) HDFC (f) ICICI
(g) IDBI (h) Others……………

12. Type of services availed in the above mentioned bank.

Bank SCB ABN HSBC Citibank HDFC ICICI IDBI

Services AMRO
1.Saving A/c

2.Current A/c

3.Term Deposit

4.Credit cards

5. Loans
6.Insurance

7. Locker
For Standard Chartered Customers
only

1. What facilities are you availing in Standard Chartered Bank?

a) Saving A/c

b) Current A/c

c) Term Deposits

d) Credit cards

e) Loans

f) Insurance

g) Locker

h) Others
………………………………………………………..

2. Are you happy with the current services and products being
offered at Standard Chartered Bank?

a) Yes b) No

3. How many times do you use ATM’s in a month?

a) 1-4 times b) 5-10 times

c) more than 10 times d) Never

Findings

Age

Age

Cumulative
Frequency Percent Valid Percent Percent
Valid Below 20 years 15 15.0 15.0 15.0
Between 20 and 40 years 26 26.0 26.0 41.0
Between 40 and 60 years 40 40.0 40.0 81.0
Above 60 years 19 19.0 19.0 100.0
Total 100 100.0 100.0

Age
50

40

30

20
Percent

10

0
Below 20 years Between 40 and 60 years
Above 60 years
Between 20 and 40 years

Age

From the above analysis, I can analyze that normally people in the
age group 20-60 maintain their relations with multinational or
private sector banks.
Occupation

Occupation

Cumulative
Frequency Percent Valid Percent Percent
Valid Student 13 13.0 13.0 13.0
Service 47 47.0 47.0 60.0
Business 36 36.0 36.0 96.0
Others 4 4.0 4.0 100.0
Total 100 100.0 100.0

Occupation
50

40

30

20
Percent

10

0
Student Service Business Others
Occupation

From the above figure, we can analyze that the major proportion of
the customers of the Multinational banks and the Private sector
banks are from the service class and the business class. So there
is a potential market for students (which is not penetrated as of
now) Standard Charterd could target selected segments of
students with a specific high Relationship Value offering.
Annual Income

Annual Income

Cumulative
Frequency Percent Valid Percent Percent
Valid Dependant 13 13.0 13.0 13.0
Below 2 Lakh 11 11.0 11.0 24.0
Between 2-5 Lakh 44 44.0 44.0 68.0
Above 5 Lakh 32 32.0 32.0 100.0
Total 100 100.0 100.0

Annual Income
50

40

30

20
Percent

10

0
Dependant Between 2-5 Lakh
Below 2 Lakh Above 5 Lakh

Annual Income

From the above results, it can be analyzed that people whose

income is above two lakhs normally go for relations with
multinational banks or some private sector banks.
Factors affecting the banking habits of people

The banking habits were studied on the basis of six features

included in the questionnaire. The respondents were asked to rate
each of these features on a scale of five factors namely lowest,
low, average, high and highest. The following results were
obtained for each of these factors:

1. Location

Location

Cumulative
Frequency Percent Valid Percent Percent
Valid Average 11 11.0 11.0 11.0
High 50 50.0 50.0 61.0
Highest 39 39.0 39.0 100.0
Total 100 100.0 100.0

Location
60

50

40

30
Percent

20

10

Average High Highest

Location

From the above figures thus obtained, it can be said that people
normally rated the factor “Location” as high. Thus it can be
concluded that location is one of the most important factor for
people while choosing a particular bank.
 2. Ambience
Ambience

Cumulative
Frequency Percent Valid Percent Percent
Valid Lowest 3 3.0 3.0 3.0
Low 8 8.0 8.0 11.0
Average 51 51.0 51.0 62.0
High 34 34.0 34.0 96.0
Highest 4 4.0 4.0 100.0
Total 100 100.0 100.0

Ambience
60

50

40

30

20
Percent

10

0
Lowest Low Average High Highest

Ambience

From the above figures, it is pretty clear that people rate the factor
ambience” as average or high. The reason behind rating this factor
as normally average is that people told that they hardly have the
time to go to the bank. But they also said that it does have an
effect on people but is not of much importance to them so they
rated it as average.
3. Timings

Timings

Cumulative
Frequency Percent Valid Percent Percent
Valid Lowest 1 1.0 1.0 1.0
Low 4 4.0 4.0 5.0
Average 58 58.0 58.0 63.0
High 36 36.0 36.0 99.0
Highest 1 1.0 1.0 100.0
Total 100 100.0 100.0

Timings
70

60

50

40

30
Percent

20

10

0
Lowest Low Average High Highest

Timings

From the above figures it is evident that the factor “timings” is rated
as above average by people. Many people rated this factor as
average because they think that all the banks have the same
timings. Therefore it is not of much importance to people while
choosing particular bank.
4. Products Offered

Product Offered

Cumulative
Frequency Percent Valid Percent Percent
Valid Low 17 17.0 17.0 17.0
Average 64 64.0 64.0 81.0
High 17 17.0 17.0 98.0
Highest 2 2.0 2.0 100.0
Total 100 100.0 100.0

Product Offered
70

60

50

40

30
Percent

20

10

Low Average High Highest

Product Offered

From the above figures it is evident that the factor “products

offered” is rated as above average by people. Many people rated
this factor as average because they think that all the banks offer
the same kind of products. Therefore it is not of much importance
to people while choosing particular bank.
5. Information

Information

Cumulative
Frequency Percent Valid Percent Percent
Valid Average 15 15.0 15.0 15.0
High 74 74.0 74.0 89.0
Highest 11 11.0 11.0 100.0
Total 100 100.0 100.0

Information
80

60

40
Percent

20

Average High Highest

Information

Most of the respondents rated this factor as high. The reason

behind such rating was that most of the respondents felt that they
were not provided with the right information about the products. So
they wanted that they should be provide with the right information
and should not be deceived.
6. Service
Service

Cumulative
Frequency Percent Valid Percent Percent
Valid Average 1 1.0 1.0 1.0
High 40 40.0 40.0 41.0
Highest 59 59.0 59.0 100.0
Total 100 100.0 100.0

Service
70

60

50

40

30
Percent

20

10

Average High Highest

Service

This factor was rated by the respondents as the highest. Almost

every respondent rated “Service” as highest because they felt that
once they use any product of a bank then the services which are
provided long with the product effect the relationship of the
customers with that particular bank. On the basis of the results
obtained from the survey it can be clearly stated that “Service” is
the most important criteria for choosing a bank.
Rating of Banks

1. Multi-national Banks

Standard Chartered Bank

Standard Chartered

Cumulative
Frequency Percent Valid Percent Percent
Valid Low 3 3.0 3.0 3.0
Average 32 32.0 32.0 35.0
High 50 50.0 50.0 85.0
Highest 15 15.0 15.0 100.0
Total 100 100.0 100.0

Standard Chartered
60

50

40

30

20
Percent

10

0
Low Average High Highest

Standard Chartered

Standard Chartered Bank is normally rated by people as “high”

which means that people keep a good opinion about Standard
Chartered Bank.
ABN Amro

ABN Amro

Cumulative
Frequency Percent Valid Percent Percent
Valid Average 38 38.0 38.0 38.0
High 60 60.0 60.0 98.0
Highest 2 2.0 2.0 100.0
Total 100 100.0 100.0

ABN Amro
70

60

50

40

30
Percent

20

10

0
Average High Highest

ABN Amro

From the above data it can be stated that ABN Amro also has a
good reputation among multinational banks as it has been rated by
most of the respondents as an above average bank.
Citibank

Citibank

Cumulative
Frequency Percent Valid Percent Percent
Valid Average 30 30.0 30.0 30.0
High 66 66.0 66.0 96.0
Highest 4 4.0 4.0 100.0
Total 100 100.0 100.0

Citibank
70

60

50

40

30
Percent

20

10

Average High Highest

Citibank

Citibank has also been rated as an above average bank by the

respondents. People feel that Citibank is providing good facilities
along with the products it offers.
HSBC

HSBC

Cumulative
Frequency Percent Valid Percent Percent
Valid Average 6 6.0 6.0 6.0
High 71 71.0 71.0 77.0
Highest 23 23.0 23.0 100.0
Total 100 100.0 100.0

HSBC
80

60

40
Percent

20

0
Average High Highest

HSBC

From the above data, it is pretty evident that HSBC is the best
rated bank among all multinational banks in India. The
respondents who had their relationship with HSBC were very much
satisfied with the services provided by HSBC.
New Private Sector Banks

ICICI Bank

ICICI

Cumulative
Frequency Percent Valid Percent Percent
Valid Low 2 2.0 2.0 2.0
Average 72 72.0 72.0 74.0
High 25 25.0 25.0 99.0
Highest 1 1.0 1.0 100.0
Total 100 100.0 100.0

ICICI
80

60

40
Percent

20

0
Low Average High Highest

ICICI

ICICI was rated as an above average bank when compared with

the multinational banks and the new private players in this
industry. Some respondents had a good experience with ICICI and
were satisfied with the facilities and services provided by them
while some were not satisfied with ICICI. So there was a mixed
opinion about ICICI.
HDFC

HDFC

Cumulative
Frequency Percent Valid Percent Percent
Valid Low 6 6.0 6.0 6.0
Average 67 67.0 67.0 73.0
High 27 27.0 27.0 100.0
Total 100 100.0 100.0

HDFC
80

70

60

50

40

30
Percent

20

10

0
Low Average High

HDFC

From the above data obtained it can be analyzed that HDFC was
rated as an average bank by most of the respondents. The reason
behind such ratings was that people were not satisfied with the
services provided by HDFC. Some had faced the problem because
of non availability of third party transactions while some were tired
of a long queue outside its ATM machines.
IDBI

IDBI

Cumulative
Frequency Percent Valid Percent Percent
Valid Lowest 1 1.0 1.0 1.0
Low 19 19.0 19.0 20.0
Average 76 76.0 76.0 96.0
High 4 4.0 4.0 100.0
Total 100 100.0 100.0

IDBI
100

80

60

40
Percent

20

0
Lowest Low Average High

IDBI

IDBI was also rated as an average bank by most of the

respondents. Although a very few had maintained relationships
with IDBI but even these few were not satisfied with the services
and other facilities provided by IDBI.
For Standard Chartered Bank Only

Products Offered
Saving Acc

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 45 45.0 45.0 45.0
No 55 55.0 55.0 100.0
Total 100 100.0 100.0

Saving Account
60

50

40

30
Percent

20

10

Yes No
Saving Account

From the survey I analyzed that people who had relations with
Standard Chartered Bank preferred to have their saving account
with Standard Chartered Bank.
Current Account

Current Acc

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 7 7.0 7.0 7.0
No 93 93.0 93.0 100.0
Total 100 100.0 100.0

Current Account
100

80

60

40
Percent

20

0
Yes No

Current Account

From the above data it can be easily interpreted that a very few of
those people who were maintaining relationship with Standard
Chartered Bank had their Current account in Standard Chartered
bank. So it can be said that people were not much interested in
having their Current Account with Standard Chartered Bank.
Term Deposits

TermDeposits

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 1 1.0 1.0 1.0
No 99 99.0 99.0 100.0
Total 100 100.0 100.0

Term Deposits
120

100

80

60
Percent

40

20

Yes No
Term Deposits

From the above figures it is very clear that “Term Deposits” is not a
very popular product of Standard Chartered Bank. Therefore
Standard Chartered will have to make this product more attractive
to attract more customers.
Credit Cards

Credit Cards

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 21 21.0 21.0 21.0
No 79 79.0 79.0 100.0
Total 100 100.0 100.0

Credit Cards
100

80

60

40
Percent

20

Yes No
Credit Cards

While conducting my market survey I found that people were not

satisfied with this product of Standard Chartered Bank. Instead
they wanted to discontinue with this product as they felt that they
deceived. This was because they were not provided with the right
information about how to use the product.
Satisfaction

satisfaction

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 33 33.0 33.0 33.0
No 16 16.0 16.0 49.0
Not applicable 51 51.0 51.0 100.0
Total 100 100.0 100.0

Satisfaction
60

50

40

30
Percent

20

10

Yes No Not applicable

Satisfaction

From the above data it can be interpreted that people who had
their relations with Standard Chartered Bank were pretty much
satisfied with Standard Chartered Bank. A majority of the people
who were not satisfied with Standard Chartered were those people
who were using the credit card of Standard Chartered Bank.
Annual Income/Standard Chartered
Bank

Annual Income * Standard Chartered Crosstabulation

Count
Standard Chartered
Low Average High Highest Total
Annual Dependant 5 6 2 13
Income Below 2 Lakh 6 4 1 11
Between 2-5 Lakh 2 15 24 3 44
Above 5 Lakh 1 6 16 9 32
Total 3 32 50 15 100

30

20

Standard Chartered

10 Low

Average
Count

High

0 Highest
Dependant Between 2-5 Lakh
Below 2 Lakh Above 5 Lakh

Annual Income

The above table which shows the rating of people in different

income group shows that people whose income is above two lakhs
rated Standard Chartered as “high” which means that they were
pretty much satisfied with Standard Chartered Bank.
Saving Account/Satisfaction

Saving Acc * satisfaction Crosstabulation

Count
satisfaction
Not
Yes No applicable Total
Saving Yes 31 14 45
Acc No 2 2 51 55
Total 33 16 51 100

60

50

40

30

20 Satisfaction

Yes
Cou

10
nt

No

0 Not applicable
Yes No

Saving Acc
It can be analyzed from the above data that people who had their
saving account with Standard Chartered Bank were satisfied with
the services that were provided along with that product. The only
problem which some of them faced was an average quarterly
balance of 10,000.

Credit Cards/Satisfaction

Credit Cards * satisfaction Crosstabulation

Count
satisfaction
Not
Yes No applicable Total
Credit Yes 11 10 21
Cards No 22 6 51 79
Total 33 16 51 100

60

50

40

30

20 satisfaction
Count

Yes
10
No

0 Not applicable
Yes No

Credit Cards
From the above data it can be interpreted that those customers of
Standard Chartered Bank who were using its credit card were not
satisfied with Standard Chartered Bank. The reason behind this
dissatisfaction was high fines and non availability of the
information about the product.

Occupation/Service

Occupation * Service Crosstabulation

Count
Service
Average High Highest Total
Occupation Student 5 8 13
Service 1 25 21 47
Business 10 26 36
Others 4 4
Total 1 40 59 100

30

20

10 Service
Count

Average

High

0 Highest
Student Service Business Others

Occupation
The above data shows that the factor “service” was very important
for the business class and the service class people. They wanted
that service should be up to the mark and they should not face any
problems because it leads to irritation.

•
10. Bibliography –
Internet Sites:

 www.google.co.in

 www.economictimes.com

 www.standardchartered.co.in

 www.hsbc.com

 www.abnamro.com

 www.db.com

 www.icicibankom

 www.citibank.com

 www.wikipedia.com

Magazines and Newspapers:

 Economic Times
 Business India
 Business Standard
 The Times Of India

Marketing Research Book, Philip Kotler

Product Manual, Standard Chartered Bank