Case Analysis, SBI, Kohinoor Business Model
Q: Was the decision to attract ultra HNI customers through a separate dedicated branch a good idea?
A: HNI customers have requirement of privacy, personalised services, and exclusive banking facilities. The following reasons highlight the need for separate dedicated branch:
It was in keeping with SBI’s motto of being the “Banker to every Indian”. An ultra HNI expects best and instant service, e.g. banking round the clock. SBI could not have provided the same services at a branch where non-HNI customers also had their accounts, as this would alienate them.
The SBI Kohinoor Banjara branch received many account opening requests within a few days of its opening. In addition, it also broke even in
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SBI ensured that every HNI customer they attracted was not just someone wealthy, but also socially responsible. This was the unique feature for this branch.
Employee Selection:
Employees were selected on the basis of their location, keenness, past track records and their ability to perform. This ensured deliverable, exclusive and round the clock banking services feasible.
Training of staff in Financial Planning and Advisory services was not necessary as Customers would listen to their own advisors first and then to the new SBI managers. Yet, specialized training was provided to the Employees in Negotiation skills, Product knowledge and etiquette.
Q: Assume that SBI had a strong intention to roll out Kohinoor style branches, how should it have approached piloting the concept? What should be aim of such tests?
A: The aim of “Kohinoor” special branches is to attract Ultra High Net-worth Individuals (UHNIs) in a sustainable manner catering to their specific needs. This pilot project will enable to develop a competitive as well as profitable model for future rollout in cities where UHNI population is high.
The Framework calls for positioning the banking products and services based on the customer’s need to privacy, personalised services, exclusive banking facilities and even other features that went beyond banking. Following are the ways by which SBI could roll out Kohinoor style Branches:
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Thus, each bank needs to differentiate their product offers to customer, strengthen their portfolio, and improve services, etc depending on its strategies.
With the Bank’s open teller positions, staff no longer need to conduct transactions through a screen. By giving the customer and staff direct face-to-face contact, more interaction can take place providing more opportunities to cross sell. The new branch design also offers private offices, internet banking terminals, phone banking access, self-service change counting machines and at key locations 24-hour automated coin dispensing and deposit facilities to support commercial customers. However, a good functional and aesthetic environment is only there to help support interactions with customers.
If proven that inferior product expertise was a determinant of clientele loss, then this deficiency should have been addressed with the ‘Generalists’ in question. While the option of formal training was dismissed by Winston, the important role that is played by New York based Product Managers should not be overlooked. They are responsible for providing support and technical information on C&B’s saleable financial instruments. Accordingly, closer communication, collaboration and knowledge sharing between the two parties would appear to be critical in enhancing salespeoples’ product expertise.
The needs of the below $1M segment are in line with the current Vanguard product offering
Tesco also provided training for employees to ensure the employees be very best fit in the job. In the entire training program, employees will have bespoke technical and leadership development training. Before get on training, employees recognize the gaps in their knowledge and skills. Employees and line managers will fill these gaps through adopt training activities (How training and development supports business growth,
level of competition and prove a potential threat for the market share of SBI bank.
HDFC Bank is headquartered in Mumbai. The Bank at present has an enviable network of over 455 branches spread over 207 cities across the country. All branches are linked on an online real-time basis. Customers in 90 locations are also serviced through Phone Banking. The Bank’s expansion plans take into account the need to have a presence in all major industrial and commercial centers where its corporate customers are located as well as the need to build a strong retail customer base for both deposits and loan products. Being a clearing / settlement bank to various leading stock exchanges, the Bank has branches in the centers where
Research Methodology: The research is exploratory in nature and the study uses the latest available published secondary data for the years 2008-2013 compiled from Report on Trends and Progress of Banking in India RBI. For the purpose of analysis of data appropriate trend and percentage analysis is used.
The inclusive study of Askari bank helps to suggest the organizational wide plans that verify the long run success of the organization, finding new ways to add value, flexibility, and developing unique skills and ideas to manage people. After studying one can simplify that how a bank can provide various products & services to the customers in order to provide them best value. The purpose of Askari bank is to provide professional reliability, customer satisfaction and teamwork to achieve constant growth and profitability in all areas of business.
State Bank of India was founded in 1806 as Bank of Calcutta. It was the first Bank established in India and over a period of time evolved into SBI. It is the oldest commercial Bank in the Indian subcontinent. The Bank is India’s largest commercial Bank in terms of assets, deposits, advances, profits, branches, number of customers, employees and ATM centres. The Bank enjoys the continuing faith of millions of customers across the social spectrum.
Mr. Pinto (name changed on request) of Axis Bank Limited of Nerul Branch was very co-operative when I visited their branch and introduced myself as a 10th Std. student of Ryan International School, Nerul and inform my purpose of visit of carrying out a survey on various types of bank accounts available and commonly used in India.
This reports deals with Introduction to State bank of India, challenges due to technology, Implementation of CoreBanking System, benefits to SBI, various architecture followed at SBI & talk with MR. ASHOK KUMAR SHARMA (Chief Manager SBI Stressed Assets Resolution Centre).
Understanding of the fact that digitalization of the bank is inevitable, in order to maintain and improve Sberbank’s current positions in the market, had come several years ago. In the company's development strategy until 2014, the top management of the company identified five priority areas: increasing quality of client-oriented service for all customer categories; centralization and consolidation of internal functions; implementation of the ideology of continuous improvement (SPS – Sberbank Production System); HR management modernization; and developing international
Over the years, the need for the cashless transactions have increased because of the ease and comfort involved with them. SBI just caters to this latent demand by providing a hassle free cashless experience. SBI being one of the leading banks in the country has always focused on the value added products and it is reflected by its tagline making life simple. It is positioned for the customers who don’t like to carry cash and yet expect to have a cherishing experience in all the transactions they wish to have.
The second factor favouring bancassurance in India, according to her, would be the special features such as: the product design - a link with loan products, the special rural flavour, and 'information technology enabled sales approach, planned sales training to bank staff, and the special staff incentive schemes for motivating bank staff to promote bancassurance. The author has concluded that, bancassurance will become the most successful of the multi-channel distribution strategy adopted by the life insurance companies.