CUSTOMER SATISFACTION REGARDING HDFC BANK

SUBMITTED TO
1
EXECUTIVE SUMMARY
The report contains the organizational study done at HDFC Bank. The report title is
CUSTO!" S#T$SF#CT$O% "!&#"D$%D HDFC B#%'(.
The report gi)es an o)er)ie* o+ the ,anking Sector and co-pany pro+ile. #nd a*areness o+
custo-ers a,out di++erent types o+ products and ser)ices o++ered ,y HDFC Bank.
This study *as conducted to +ind out the custo-er satis+action regarding HDFC ,ank.
The -ethodology adopted +or the study *as through a structured .uestionnaire/ *hich is
targeted to the di++erent persons in DOB$0#1$. For this purpose sa-ple size o+ 122 *as
taken. The data collected +ro- the di++erent persons *as analyzed thoroughly and presented
in the +or- o+ charts and ta,les.
3
HDFC -ust ad)ertise regularly and create ,rand )alue +or its products and ser)ices. ost
o+ its co-petitors like $C$C$/ #4is/ kotak ahindra and nationalized ,anks use tele)ision
ad)ertise-ents to pro-ote their products. The $ndian consu-er has a +alse perception a,out
pri)ate ,anks 5 they +eel that it *ould not sa+e.
Sa+ety and returns are the t*o -ain reasons people in)est in ,anks. On the *hole HDFC
,ank is a good place to *ork at. !)ery ne* recruit is pro)ided *ith e4tensi)e training on
the products o+ HDFC. This training ena,les an ad)isor6sales -anager to -arket the
policies ,etter. The co-pany should try to create a*areness a,out itsel+ in $ndia. . 7ith an
i-pro)e-ent in the sales techni.ues used/ a +air ,it o+ ad)ertising and -odi+ications to the
e4isting product port+olio/ HDFC *ould ,e all set to capture the ,anking -arket in $ndia as
it has around the glo,e.
CONTENTS
Sr. %o. Su,8ect Co)ered 9age %o.
1 $ntroduction to the study 1
3 $ntroduction to the Banking 3
: History o+ Banking in $ndia :;<
< Banking structure in $ndia =
= $ndian Banking $ndustry >
> Upco-ing Foreign Banks in $ndia ?
? HDFC B#%' @
@ Co-pany 9ro+ile A;12
:
A 'ey !4ecuti)es 11
12 Technology used in HDFC Bank 13
11 9roducts and custo-er seg-ents 1:;1>
13 Business strategy 1?
1: $nside HDFC Bank 1@;33
1< Hu-an resource 3:
1= "upees earned;"upees spend 3<
1> "ecent de)elop-ent 3=;3>
1? #chie)e-ents in 322A 3@
1@ S7OT #nalysis 3A;:2
1A O,8ecti)es :1
32 "esearch -ethodology :3;::
31 Data analysis B interpretation :<;=1
33 Findings =3
3: Suggestions =:
3< 1i-itations =<
3= Conclusion ==
3> Bi,liography =>
<
CHAPTER 1
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INTRODUCATION TO THE STUDY
>
What is cust!"# satis$acti%&
Custo-er satis+action re+ers to ho* satis+ied custo-ers are *ith the products or ser)ices
they recei)e +ro- a particular agency. The le)el o+ satis+action is deter-ined not only ,y
the .uality and type o+ custo-er e4perience ,ut also ,y the custo-erCs e4pectations.
# custo-er -ay ,e de+ined as so-eone *ho
has a direct relationship *ith/ or is directly a++ected ,y your agency and
"ecei)es or relies on one or -ore o+ your agencyCs ser)ices or products.
Custo-ers in hu-an ser)ices are co--only re+erred to as ser)ice users/ consu-ers or
clients. They can ,e indi)iduals or groups. #n organization *ith a strong custo-er ser)ice
culture places the custo-er at the centre o+ ser)ice design/ planning and ser)ice deli)ery.
Custo-er centric organizations *illD
Deter-ine the custo-erCs e4pectations *hen they plan listen to the custo-er as
they design.
Focus on the deli)ery o+ custo-er ser)ice acti)ities )alue custo-er +eed,ack *hen
they -easure per+or-ance.
Wh' is it i!(#ta%t&
There are a nu-,er o+ reasons *hy custo-er satis+action is i-portant in Banking SectorD
eeting the needs o+ the custo-er is the underlying rationale +or the
e4istence o+ co--unity ser)ice organizations. Custo-ers ha)e a right to
.uality ser)ices that deli)er outco-es.
Organizations that stri)e ,eyond -ini-u- standards and e4ceed the
e4pectations o+ their custo-ers are likely to ,e leaders in their sector.
Custo-ers are recognized as key partners in shaping ser)ice de)elop-ent
and assessing .uality o+ ser)ice deli)ery.
The process +or -easuring custo-er satis+action and o,taining +eed,ack on organizational
per+or-ance are )alua,le tools +or .uality and continuous ser)ice i-pro)e-ent.
?
INTRODUCATION TO BANKING
Banking -eans accepting the deposits +ro- the custo-ers +or lending to the needy and
e4tending the other ser)ices as to issue o+ dd etc.no*adays a+ter introduction o+ pri)ate
sector ,anks the ,anks ha)e ,eco-e a pro+it centre and the +unctions ,eco-e changed
and no* ,anks are doing the insurance and -utual +unds also. ,ut nationalised ,anks
are still ser)ice oriented in e4tending loans +or !ducation loan/ and rural de)elop-ent
acti)ities.
# Ba%) is an organization *hich lends -oney to the ,orro*ers +or a purpose+ul task/
and pro)ides a +acility to deposit and *ithdra* -oney *hen needed and charge +or it.
@
HISTORY OF BANKING IN INDIA
Phas" I
The &eneral Bank o+ $ndia *as set up in the year 1?@>. %e4t ca-e Bank o+ Hindustan and
Bengal Bank. The !ast $ndia Co-pany esta,lished Bank o+ Bengal E1@2AF/ Bank o+
Bo-,ay E1@<2F and Bank o+ adras E1@<:F as independent units and called it 9residency
Banks. These three ,anks *ere a-alga-ated in 1A32 and $-perial Bank o+ $ndia *as
esta,lished *hich started as pri)ate shareholders ,anks/ -ostly !uropeans shareholders.
$n 1@>= #llaha,ad Bank *as esta,lished and +irst ti-e e4clusi)ely ,y $ndians/ 9un8a,
%ational Bank 1td. *as set up in 1@A< *ith head.uarters at 1ahore. Bet*een 1A2> and
1A1:/ Bank o+ $ndia/ Central Bank o+ $ndia/ Bank o+ Baroda/ Canara Bank/ $ndian Bank/
and Bank o+ ysore *ere set up. "eser)e Bank o+ $ndia ca-e in 1A:=.
During the +irst phase the gro*th *as )ery slo* and ,anks also e4perienced periodic
+ailures ,et*een 1A1: and 1A<@. There *ere appro4i-ately 1122 ,anks/ -ostly s-all. To
A
strea-line the +unctioning and acti)ities o+ co--ercial ,anks/ the &o)ern-ent o+ $ndia
ca-e up *ith The Banking Co-panies #ct/ 1A<A *hich *as later changed to Banking
"egulation #ct 1A<A as per a-ending #ct o+ 1A>= E#ct %o. 3: o+ 1A>=F. "eser)e Bank o+
$ndia *as )ested *ith e4tensi)e po*ers +or the super)ision o+ ,anking in $ndia as the
Banking #uthority.
During those days pu,lic has lesser con+idence in the ,anks. #s an a+ter-ath deposit
-o,ilisation *as slo*. #,reast o+ it the sa)ings ,ank +acility pro)ided ,y the 9ostal
depart-ent *as co-parati)ely sa+er. oreo)er/ funds *ere largely gi)en to traders.
Phas" II
&o)ern-ent took -a8or steps in this $ndian Banking Sector "e+or- a+ter independence. $n
1A==/ it nationalised $-perial Bank o+ $ndia *ith e4tensi)e ,anking +acilities on a large
scale especially in rural and se-i;ur,an areas. $t +or-ed State Bank o+ $ndia to act as the
principal agent o+ "B$ and to handle ,anking transactions o+ the Union and State
&o)ern-ents all o)er the country.
Se)en ,anks +or-ing su,sidiary o+ State Bank o+ $ndia *as nationalised in 1A>2 on 1Ath
Guly/ 1A>A/ -a8or process o+ nationalisation *as carried out. $t *as the e++ort o+ the then
9ri-e inister o+ $ndia/ rs. $ndira &andhi. 1< -a8or co--ercial ,anks in the country
*ere nationalised.
Second phase o+ nationalisation $ndian Banking Sector "e+or- *as carried out in 1A@2
*ith se)en -ore ,anks. This step ,rought @2H o+ the ,anking seg-ent in $ndia under
&o)ern-ent o*nership.
The +ollo*ing are the steps taken ,y the &o)ern-ent o+ $ndia to "egulate Banking
$nstitutions in the CountryD
1A<AD !nact-ent o+ Banking "egulation #ct.
1A==D %ationalisation o+ State Bank o+ $ndia.
1A=AD %ationalisation o+ SB$ su,sidiaries.
1A>1D $nsurance co)er e4tended to deposits.
1A>AD %ationalisation o+ 1< -a8or ,anks.
1A?1D Creation o+ credit guarantee corporation.
1A?=D Creation o+ regional rural ,anks.
1A@2D %ationalisation o+ se)en ,anks *ith deposits o)er 322 crore.
#+ter the nationalisation o+ ,anks/ the ,ranches o+ the pu,lic sector ,ank $ndia rose to
appro4i-ately @22H in deposits and ad)ances took a huge 8u-p ,y 11/222H.
Banking in the sunshine o+ &o)ern-ent o*nership ga)e the pu,lic i-plicit +aith and
i--ense con+idence a,out the sustaina,ility o+ these institutions.
Phas" III
12
This phase has introduced -any -ore products and +acilities in the ,anking sector in its
re+or-s -easure. $n 1AA1/ under the chair-anship o+ %arasi-ha-/ a co--ittee *as set
up ,y his na-e *hich *orked +or the li,eralisation o+ ,anking practices.
The country is +looded *ith +oreign ,anks and their #T stations. !++orts are ,eing put to
gi)e a satis+actory ser)ice to custo-ers. 9hone ,anking and net ,anking is introduced. The
entire syste- ,eca-e -ore con)enient and s*i+t. Ti-e is gi)en -ore i-portance than
-oney.
The +inancial syste- o+ $ndia has sho*n a great deal o+ resilience. $t is sheltered +ro- any
crisis triggered ,y any e4ternal -acroecono-ics shock as other !ast #sian Countries
su++ered. This is all due to a +le4i,le e4change rate regi-e/ the +oreign reser)es are high/
the capital account is not yet +ully con)erti,le/ and ,anks and their custo-ers ha)e li-ited
+oreign e4change e4posure.
B#%'$%& ST"UCTU"! $% $%D$#
Sch"*u+"* Ba%)s i% I%*ia
,A- Sch"*u+"* C!!"#cia+ Ba%)s
Pu.+ic s"ct# P#i/at" s"ct# F#"i0% Ba%)s R"0i%a+ Ru#a+
11
Ba%)s Ba%)s i% I%*ia Ba%)
E3@F E3?F E3AF E123F
%ationalized
Bank
Other 9u,lic
Sector Banks
E$DB$F
SB$ and its
#ssociates

,B- Sch"*u+"* C("#ati/" Ba%)s
Sch"*u+"* U#.a% C("#ati/"
Ba%)s ,11-
Sch"*u+"* Stat" C("#ati/"
Ba%)s ,21-
Here *e -ore concerned a,out pri)ate sector ,anks and co-petition a-ong the-. Today/
there are 3? pri)ate sector ,anks in the ,anking SectorD 1A old pri)ate sector ,anks and @
ne* pri)ate sector ,anks. These ne* ,anks ha)e ,rought in state;o+;the;art technology and
aggressi)ely -arketed their products. The 9u,lic sector ,anks are +acing a sti++
co-petition +ro- the ne* pri)ate sector ,anks. The ,anks *hich ha)e ,een setup in the
1AA2s under the guidelines O+ the %arasi-ha- Co--ittee are re+erred to as %!7
9"$0#T! S!CTO" B#%'S.
INDIAN BANKING INDUSTRIES
The $ndian ,anking -arket is gro*ing at an astonishing rate/ *ith #ssets e4pected to reach
USI1 trillion ,y 3212. #n e4panding !cono-y/ -iddle class/ and technological
inno)ations are all Contri,uting to this gro*th.
The countryCs -iddle class accounts +or o)er :32 -illion people. $n correlation *ith the
gro*th o+ the econo-y/ rising inco-e le)els/ increased standard o+ li)ing/ and a++orda,ility
o+ ,anking products are pro-ising +actors +or continued e4pansion.
13
The $ndian ,anking $ndustry is in the -iddle o+ an $T re)olution/ +ocusing on the
e4pansion o+ retail and rural ,anking. 9layers are ,eco-ing increasingly custo-er ;
centric in their approach/ *hich has resulted in inno)ati)e -ethods o+ o++ering ne*
,anking products and ser)ices. Banks are no* realizing the i-portance o+ ,eing a ,ig
player and are ,eginning to +ocus their attention on -ergers and ac.uisitions to take
ad)antage o+ econo-ies o+ scale and6or co-ply *ith Basel $$ regulation. $ndian
,anking industry assets are e4pected to reach USI1 trillion ,y 3212 and are poised to
recei)e a greater in+usion o+ +oreign capital/( says 9rathi-a "a8an/ analyst in CelentJs
,anking group and author o+ the report.The ,anking industry should +ocus on ha)ing a
s-all nu-,er o+ large players that can co-pete glo,ally rather than ha)ing a large nu-,er
o+ +rag-ented players.K
U9CO$%& FO"!$&% B#%'S $% $%D$#
By 322A to 3212 +e* -ore na-es is going to ,e added in the list o+ +oreign ,anks in $ndia.
This is as an a+ter-ath o+ the sudden interest sho*n ,y "eser)e Bank o+ $ndia pa)ing
road-ap +or +oreign ,anks in $ndia greater +reedo- in $ndia. #-ong the- is the *orldJs
,est pri)ate ,ank ,y !uro oney -agazine/ S*itzerlandJs UBS.
The +ollo*ing are the list o+ +oreign ,anks going to set up ,usiness in $ndiaD;
1:
Royal Bank of Scotland

Switzerland's UBS

US-based GE Capital

Credit Suisse Group

Industrial and Commercial Bank of Cina

3.1 CUSTOMER SATISFACTION
Customer satisfaction refers to the extent to which customers are happy
with the products and services provided by a business.
Customer satisfaction levels can be measured using survey techniques
and questionnaires
DEFINITIONS:
Definition 1: Customer satisfaction is equivalent to making sure that
product and service performance meets customer expectations.
1<
Definition 2: Customer satisfaction is the perception of the customer
that the outcome of a business transaction is equal to or greater than
his/her expectation.
Definition 3: Customer satisfaction occurs when acquisition of products
and/or services provides a minimum negative departure from
expectations when compared with other acquisitions.
Gaining high levels of customer satisfaction is very important to a
business because satisfaction customers are most likely to be loyal and
to make repeat orders and to use a wide range of services offered by a
business
There are many factors which lead in high levels of customer
satisfaction including.
Products and services which are customer focused and hence provide
high levels of value for money.
hat is clear about customer satisfaction is that customers are
most likely to appreciate the goods and services that they buy if they
are made to feel special. This occurs when they feel that the products
and services that they buy have been specially produced for them or for
people like them.
3.2 BENEFITS OF CUSTOMER SATISFACTION
The importance of customer satisfaction and support is
increasingly becoming a vital business issue as organi!ation reali!e the
1=
benefits of Customer "elationship #anagement $C"#% for providing
effective customer service. Professionals working within customer&
focused business or those running call centers or help desks' need to
keep informed about the latest customer satisfaction techniques for
running a valuable customer service function. (rom small customer
service departments to large call centers' the importance of developing
a valued relationship with customers using C"# is essential to support
customer and long&term business growth.
What Do Custoe!s Want"
)efore we begin to create tools to measure the level of satisfaction' it is
important to develop a clear understanding of what exactly the
customer wants. e need to know what our customers expect from the
products and services we provide.
Customer expectations have two types *
+xpressed
,mplied
E#$!esse% Customer +xpectations are those requirements that are
written down n the contract and agreed upon by both parties for
example' product specifications and delivery requirements. -upplier.s
performance against these requirements is most of the items directly
measurable.
I$&ie% Customer +xpectations are not written or spoken but are the
ones the customer would /expect. the supplier to meet nevertheless. (or
example' a customer would expect the service representative who calls
on him to be knowledgeable and competent to solve a problem on the
spot.
1>
There are many reasons why customer expectations are likely to change
overtime. Process improvements' advent of new technology' changes in
customer.s priorities' improved quality of service provided by
competitors are 0ust a few examples.
The customer is always right. -upplier.s 0ob is to provide the customer
what he/she wants' when he/she wants it. Customer satisfaction is
customer.s perception that a supplier has met or exceeded their
expectations.
3.3 W'AT CONSTITUTES SATISFACTION"
e cannot create customer satisfaction 0ust by meeting
customer.s requirements fully because these have to be met in any
case. 1owever failing short is certain to create dissatisfaction
Ma(o! Att!i)utes of *ustoe! satisfa*tion in )an+in, in%ust!- *an
)e sua!i.e% as:
Product quality
Premium 2utflow
"eturn on ,nvestment
-ervices
"esponsiveness and ability to resolve complaints and re0ect
reports.
2verall communication' accessibility and attitude.
W'AT ARE T'E TOO/S"
Customer expectations can be identified using various methods such as3
Periodic contract reviews
1?
#arket research
Telephonic interviews
Personal visits
arranty records
,nformal discussions
-atisfaction surveys
4epending upon the customer base and available resources' we can
choose a method that is most effective in measuring the customer.s
perceptions. The purpose of the exercise is to identify priorities for
improvements. e must develop a method or combination of methods
that helps to continually improve service.
3.0 CUSTOMER SATISFACTION SUR1E2S
(ormal survey has emerged as by far the best method of periodically
the customer satisfaction. The survey are not marketing tools but an
information5gaining tool. +nough homework needs to be before
embarking on the actual survey. This includes3
4efining 2b0ectives of the -urvey
4esign -urvey approach
4evelop questionnaires and forms
6dminister -urvey $+mail' Telephone or Post%
#ethod of compiling data and analy!ing the findings
1@
(ormat of the report to present the findings
There is no point in asking irrelevant questions on a customer
satisfaction questionnaire. The basic purpose is to find out what we are
doing right or wrong. here is the scope for improvement' where do we
stand vis&7&vis other suppliers. 1ow we can serve the customer better8
A *ustoe! satisfa*tion easu!eent su!3e- shou&% at &east
i%entif- the fo&&o4in, o)(e*ti3es:
,mportance to customers $Customers priorities%
Customer.s perception of supplier.s performance
9our performance relative to customer.s priorities.
Priorities for improvement
-urvey forms should be easy to fill out with minimum amount of time
and efforts on customer.s part. They should be designed to actively
encourage the customer to complete the questions. 9et they must
provide accurate data should also be sufficiently reliable for
management decision making. This can be achieved by incorporating
ob0ective type questions where customer has to :rate; on scale of say <
to <=. (or repeated surveys' you could provide the rating that was
previously accorded by the customer. This works like a reference point
for the customer.
1A
-pace should always be provided for the customers own opinions
this enables them to state any additional requirements or report any
shortcomings that are not covered by the ob0ective questions.
>ormally' we deal various personnel at various levels in the
customer.s organi!ation5the buyer' user' receiving inspector' finance
and purchase person etc. surveying a number of respondents for each
customer gives a complete perspective of customer satisfaction. ,t may
be necessary to device a different questionnaire for each of them.
"espondents must be provided a way to express the importance
they attach to various survey parameters. "espondents should be asked
to give a weighting factor' again on a rating scale of say' < to <=' for
each requirement. This gives a better indication of relative importance
of each parameter towards overall customer satisfaction and makes it
easier for suppliers to prioriti!e their action plans by comparing the
performance rating $scores% with importance rating $weighing%.
32
CHAPTER 3
31
0.1 CONSUMER RESEARC' IN DIFFERENT DISCI5/INES
6 considerable body of literature exists on consumption' consumer
behaviour and consumer decision making process.
#ost of the consumer research focused on adopter categories' habits'
attitudes and intentions rather that on actually measuring the
satisfaction level with the service.
0.1.1 CONSUMER SATISFACTION 5ROCESS
The paramount goal of marketing is to understand the customer and to
influence buying behaviour.
The process can be depicted as follows3&
>eed recognition& reali!ation of the difference between the desired
and the current situation that serves as a trigger for entire
process.
-earch for information.
Pre purchase alternative evaluation.
Consumption$utili!ation of the procured option%
Post purchase alternative re&evaluation.
4ivestment$disposal of the unconsumed product and it.s
remnants%
33
!E U"#ERS$%"# &'UR !'R(#
The Housing De)elop-ent Finance Corporation 1i-ited EHDFCF *as a-ongst the +irst
to recei)e an Lin principleJ appro)al +ro- the "eser)e Bank o+ $ndia E"B$F to set up a
,ank in the pri)ate sector/ as part o+ the "B$Js li,eralization o+ the $ndian Banking $ndustry
in 1AA<. The ,ank *as incorporated in #ugust 1AA< in the na-e o+ JHDFC Bank 1i-itedJ/
*ith its registered o++ice in u-,ai/ $ndia. HDFC Bank co--enced operations as a
Scheduled Co--ercial Bank in Ganuary 1AA=.
HDFC is $ndiaCs pre-ier housing +inance co-pany and en8oys an i-pecca,le track record
in $ndia as *ell as in international -arkets. Since its inception in 1A??/ the Corporation has
-aintained a Consistent and healthy gro*th in its operations to re-ain the -arket leader in
-ortgages. $ts outstanding loan port+olio co)ers *ell o)er a -illion d*elling units. HDFC
has de)eloped signi+icant e4pertise in retail -ortgage loans to di++erent -arket seg-ents
and also has a large corporate client ,ase +or its housing related credit +acilities. 7ith its
e4perience in the +inancial -arkets/ a strong -arket reputation/ large shareholder ,ase and
uni.ue consu-er +ranchise/ HDFC *as ideally positioned to pro-ote a ,ank in the $ndian
en)iron-ent.
HDFC Bank ,egan operations in 1AA= *ith a si-ple -ission to ,e a 7orld Class $ndian
Bank.( $t realized that only a single -inded +ocus on product .uality and ser)ice
e4cellence *ould help us get there. Today/ the Bank is proud to say that it is *ell on its *ay
to*ards that goal.
3:
CO9#%M 9"OF$1!
STRONG NATIONA4 NETWORK
HDFC BANK
3<
HDFC ,ank ltd pro)ides )arious +inancial products and ser)ices. $t operates in three
seg-entsD "etail Banking/ 7holesale Banking/ and Treasury. The "etail ,anking seg-ent
pro)ides )arious deposit products/ including sa)ings #ccounts/ current accounts/ +i4ed
deposits/ and de-at accounts. $t also o++ers #uto/ personal/ co--ercial )ehicle/ ho-e/
gold/ and educational loansN loans #gainst securities and property and health care +inance
7orking capital +inance/ construction e.uip-ent +inance/ and *arehouse "eceipt loans/ as
*ell as credit cards/ de,it cards/ depository/ in)est-ent #d)isory/ ,ill pay-ents/ and
transactional ser)ices. $n addition/ this seg-ent Sells third party +inancial products/ such as
-utual +unds and insurance/ as 7ell as distri,utes li+e and general insurance products
through its tie;ups *ith insurance co-panies and -utual +und houses. The *holesale
,anking Seg-ent pro)ides loans/ non;+und +acilities/ and transaction ser)ices to large
Corporate/ e-erging corporate/ s-all and -ediu- enterprise/ supply chain/ 9u,lic sector
undertaking/ central and state go)ern-ent depart-ents/ and $nstitutional custo-ers. $t
o++ers deposit and transaction ,anking products/ Supply chain +inancing/ *orking capital
and ter- +inance/ agricultural loans/ and +unded non;+unded treasury/ and +oreign e4change
products. This seg-entCs ser)ices include trade ser)ices/ cash -anage-ent/ and -oney
arket/ custodial/ ta4 collection/ and electronic ,anking. $n addition/ it pro)ides
correspondent ,ank ser)ices to co;operati)e ,anks/ pri)ate ,anks/ +oreign ,anks/ and
regional rural ,anks. The Treasury Ser)ices seg-ent operates pri-arily in areas/ such as
+oreign e4change/ -oney -arket/ interest rate trading/ and !.uities. #s o+ arch :1/ 322A
HDFC ,ank had a net*ork o+ 1/1<3 ,ranches #nd :/3A= auto-ated teller -achines in =3@
cities in $ndia. The co-pany *as +ounded in 1AA< and is ,ased in u-,ai/ $ndia.
Ma#ch 5667 Ma#ch 5668 Ma#ch 5669 Ma#ch 566:
Citi"s
33@ :1> :3? =3@
B#a%ch"s
=:= >@< ?>1 11<3
ATM;s
1:3: 1>2= 1A?? :3A=
#s o+ arch :1/ 322@/ the BankCs distri,ution net*ork *as at ?>1 Branches and 1A??
#Ts in :3? cities as against >@< ,ranches and 1/>2= #Ts in :1> cities as o+ arch :1/
322?. #gainst the regulatory appro)als +or ne* ,ranches in hand/ the Bank e4pects to
+urther e4pand the ,ranch net*ork ,y around 1=2 ,ranches ,y Gune :2/ 322@. During the
year/ the Bank stepped up retail custo-er ac.uisition *ith deposit accounts increasing +ro-
>.3 -illion to @.? -illion and total cards issued Ede,it and credit cardsF increasing +ro- ?
-illion to A.3 -illion. 7hilst credit gro*th in the ,anking syste- slo*ed do*n to a,out
33H +or the year ended 322@;2A/ the BankCs net ad)ances gre* ,y :=.1H *ith retail
ad)ances gro*ing ,y :@.>H and *holesale ad)ances gro*ing ,y :2H/ i-plying a higher
-arket share in ,oth seg-ents.
3=
The transactional ,anking ,usiness also registered healthy gro*th *ith cash -anage-ent
)olu-es increased ,y around @2H and trade ser)ices )olu-es ,y around <2H o)er the
pre)ious year. 9ort+olio .uality as o+ arch :1/ 322@ re-ained healthy *ith gross
nonper+or-ing assets at 1.:H and net non;per+or-ing assets at 2.<H o+ total custo-er
assets.
KEY EXECUTIVES
D""(a) Pa#")h
!4ecuti)e Chair-an
%ditya )uri
anaging Director/ Director/ e-,er o+ $n)estors &rie)ance EShareF Co--ittee/ e-,er
o+ Fraud onitoring Co--ittee/ e-,er o+ 9re-ises Co--ittee/ e-,er o+ Credit
#ppro)al Co--ittee and e-,er o+ "isk onitoring Co--ittee
A*i+ Pat#a<a+a
Chie+ Operating O++icer o+ HDFC Securities 1i-ited and 7hole ti-e Director o+ HDFC
Securities 1i-ited
Su%i+ Shah
anaging Director o+ HDFC Securities 1i-ited and Director o+ HDFC Securities 1i-ited.
Ha#ish E%0i%""#
Head o+ 7holesale Banking/ !4ecuti)e Director and e-,er o+ Custo-er Ser)ice
Co--ittee.
Pa#"sh Su)tha%)a#
3>
Head o+ Credit/ arket "isk B $n)estor "elations/ !4ecuti)e Director and e-,er o+ "isk
onitoring Co--ittee.
D".a=""t Das
09/ Treasury
TECHNO4OGY USED IN HDFC BANK
$n the era o+ glo,alization each and e)ery sector +aced the sti++ co-petition +ro- their
ri)als and *orld also con)erted into the +lat +ro- the glo,e. #+ter the policy o+
li,eralization and "B$ initiati)es to take the step +or the pri)ate sector ,anks/ -ore and
-ore changes are taking the part into it. That are create co-petition ,et*een the pri)ate
sector ,anks and pu,lic sector ,ank. 9ri)ate sector ,anks are today used the latest
technology +or the di++erent transaction o+ day to day ,anking li+e. #s *e kno* that
$n+or-ation Technology plays the )ital role in the each and e)ery industry and gi)es the
opti-u- return +ro- the li-ited resources.
Banks are ser)ice industry and today it gi)es the inno)ati)e Technology application to
Banking industries. HDFC B#%' is the leader in the industries and today $T and HDFC
B#%' together co-,ined they reached the sky. %e* technology changed the -ind o+ the
custo-ers and changed the .ueue concept +ro- the history ,anking transaction. Today
there are di++erent channels are a)aila,le +or the ,anking transactions. There are drastically
changes seen in the use o+ $nternet ,anking/ in a year 3221 E3HF and in the year 322@
E3=HF. This type o+ technology gi)es the +reedo- to retail custo-ers.
Centralized 9rocessing Units Deri)ed !cono-ies o+ Scale
!lectronic Straight Through "educed Transaction Cost
3?
9rocessing
Data 7arehousing / C" $-pro)e cost e++iciency/ Cross
sell
$nno)ati)e Technology #pplication 9ro)ide ne* or superior
products
HDFC B#%' is the )ery consistent player in the ne* pri)ate sector ,anks. %e* pri)ate
sector ,anks to *ithstand the co-petition +ro- pu,lic sector ,anks ca-e up *ith
inno)ati)e products and superior ser)ice.
HDFC BANK PRODUCT AND CUSTOMER SEGMENTS
PERSONA4 BANKING
4a% P#*uct D"(sit P#*uct I%/"st!"%t > I%su#a%c"
#uto 1oan
1oan #gainst
Security
1oan #gainst
9roperty
9ersonal loan
Credit card
3;*heeler loan
Co--ercial
)ehicles +inance
Ho-e loans
"etail ,usiness
,anking
Tractor loan
7orking Capital
Finance
Sa)ing a6c
Current a6c
Fi4ed deposit
De-at a6c
Sa+e Deposit
1ockers
utual Fund
Bonds
'no*ledge Centre
$nsurance
&eneral and Health
$nsurance
!.uity and Deri)ati)es
udra &old Bar
3@
Construction
!.uip-ent Finance
Health Care
Finance
!ducation 1oan
&old 1oan
Ca#*s Pa'!"%t S"#/ic"s Acc"ss T Ba%)
Credit Card
De,it Card
9repaid Card
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
F#"? S"#/ic"s
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
9roduct B Ser)ices
Trade Ser)ices
Fore4 ser)ice
Branch 1ocater
"B$ &uidelines
%etSa+e
erchant
9repaid "e+ill
Billpay
0isa Billpay
$nsta9ay
Direct9ay
0isaoney
Trans+er
e5onies
!lectronic Funds
Trans+er
Online 9ay-ent o+
Direct Ta4
%etBanking
One0ie*
$nsta#lert
o,ile Banking
#T
9hone Banking
!-ail State-ents
Branch %et*ork
WHO4ESA4E BANKING
C#(#at" S!a++ a%* M"*iu!
E%t"#(#is"s
Fi%a%cia+ I%stituti%s
a%* T#usts
Funded Ser)ices
%on Funded
Ser)ices
0alue #dded
Ser)ices
$nternet Banking
Funded Ser)ices
%on Funded Ser)ices
Specialized Ser)ices
0alue added ser)ices
$nternet Banking
BANKS
Clearing Su,;e-,ership
"T&S 5 su, -e-,ership
Fund Trans+er
#T Tie;ups
Corporate Salary a6c
Ta4 Collection
Fi%a%cia+ I%stituti%s
3A
Mutua+ Fu%*s
Stc) B#)"#s
I%su#a%c" C!(a%i"s
C!!*iti"s Busi%"ss
T#usts
BUSINESS MIX

Tta+ D"(sits G#ss A*/a%c"s N"t R"/"%u"
Retail !olesale

:2
HDFC Bank is a consistent player in the pri)ate sector Bank and ha)e a
*ell ,alanced product and ,usiness -i4 in the $ndian as *ell as o)erseas
-arkets.
Custo-er seg-ents Eretail B *holesaleF account +or @<H o+ %et re)enues
EFM 322@F

Higher retail re)enues partly o++set ,y higher operating and credit costs.
!.ually *ell positioned to gro* ,oth seg-ents.
.
NRI SERVICES
Accu%ts > D"(sits R"!itta%c"s
"upee Sa)ing a6c
"upee Current a6c
"upee Fi4ed Deposits
Foreign Currency Deposits
#ccounts +or "eturning $ndians
%orth #-erica
U'
!urope
South !ast #sia
iddle !ast
#+rica
Others
Ouick re-it
$ndia 1ink
Che.ue 1ock,o4
Telegraphic6 7ire Trans+er
Funds Trans+er Che.ues6DDs6TCs
I%/"st!"%t > I%su#a%c"s 4a%s
utual Funds Ho-e 1oans
:1
$nsurance
9ri)ate Banking
9ort+olio $n)est-ent Sche-e
1oans #gainst Securities
1oans #gainst Deposits
&old Credit Card
Pa'!"%t S"#/ic"s Acc"ss T Ba%)
%et Sa+e
Bill 9ay
$nsta9ay
Direct 9ay
0isa oney
Online Donation
%et Banking
One 0ie*
$nsta#lert
#T
9hone Banking
!-ail State-ents
Branch %et*ork
BUS$%!SS ST"#T!&M
HDFC B#%' -ission is to ,e Ka 7orld Class $ndian BankK/ ,ench-arking the-sel)es
against international standards and ,est 9ractices in ter-s o+ product o++erings/
technology/ ser)ice le)els/ risk -anage-ent and audit B co-pliance. The o,8ecti)e is to
,uild sound custo-er +ranchises across distinct ,usinesses so as to ,e a pre+erred pro)ider
o+ ,anking ser)ices +or target retail and *holesale custo-er seg-ents/ and to achie)e a
healthy gro*th in pro+ita,ility/ consistent *ith the BankJs risk appetite. Bank is co--itted
to do this *hile ensuring the highest le)els o+ ethical standards/ pro+essional integrity/
corporate go)ernance and regulatory co-pliance. Continue to de)elop ne* product and
technology is the -ain ,usiness strategy o+ the ,ank. aintain good relation *ith the
custo-ers is the -ain and pri-e o,8ecti)e o+ the ,ank.
HDFC BANK .usi%"ss st#at"0' "!(hasi@"s th" $++<i%0A
:3
$ncrease -arket share in $ndiaCs e4panding ,anking and +inancial ser)ices
industry ,y +ollo*ing a disciplined gro*th strategy +ocusing on .uality and not
on .uantity and deli)ering high .uality custo-er ser)ice.

1e)erage our technology plat+or- and open scalea,le syste-s to deli)er -ore
products to -ore custo-ers and to control operating costs.

aintain current high standards +or asset .uality through disciplined credit risk
-anage-ent.

De)elop inno)ati)e products and ser)ices that attract the targeted custo-ers
and address ine++iciencies in the $ndian +inancial sector.

Continue to de)elop products and ser)ices that reduce ,ankCs cost o+ +unds.

Focus on high earnings gro*th *ith lo* )olatility.
$%S$D! HDFC B#%'
F$0! S(/ 9#"T OF '#$P!%
7O"' 91#C! T"#%SFO"#T$O%
Focus on e++ecti)e *ork place organization
Belie)e in
BS!a++ cha%0"s +"a* t +a#0" i!(#/"!"%tC
!)ery success+ul organization has their o*n strategy to *in the race in the co-petiti)e
-arket. They use so-e techni.ue and -ethodology +or s-ooth running o+ ,usiness.
::
HDFC B#%' also ac.uired the Gapanese techni.ue +or s-ooth running o+ *ork and
e++ecti)e *ork place organization.
Fi)e LSC 9art o+ 'aizen is the techni.ue *hich is used in the ,ank For easy and syste-atic
*ork place and eli-inating unnecessary things +ro- the *ork place.
B!%!F$T OF F$0! S(
$t can ,e started i--ediately.
!)ery one has to participate.
Fi)e S( is an entirely people dri)en initiati)es.
Brings in concept o+ o*nership.
#ll *astages are -ade )isi,le.

F$0! LSC eansD;
S-1 SORT SEIRI
S-2 SYSTEMATIZE SEITON
S-3 SPIC-N-SPAN SEIRO
S-4 STANDARDIZE SEIKETSU
S-5 SUSTAIN SHITSUKE
E1F SORTAD
$t +ocuses on eli-inating unnecessary ite-s +ro- the *ork place.
$t is e4cellent *ay to +ree up )alua,le +loor space.
$t segregates ite-s as per re.uire and *anted(.
:<
Fre.uently
"e.uired
1ess
Fre.uently
"e.uired
E3- SYSTEMATIEED;
Syste-atize is +ocus on e++icient and e++ecti)e Storage -ethod.
That -eans it identi+y/ organize and arrange retrie)al.
$t largely +ocuses on good la,eling and identi+ication practices.
O,8ecti)eD ; # place +or e)erything and e)erything in its place(.
E:- SPICD % D SPAND;
Spic;n;Span +ocuses on regular clearing and sel+ inspection. $t ,rings in the sense o+
o*nership.
E<F STANDERDIEED;
$t +ocuses on si-pli+ication and standardization. $t in)ol)es standard rules and policies. $t
esta,lish checklist to +acilitate autono-ous -aintenance o+ *orkplace. $t assigns
responsi,ility +or doing )arious 8o,s and decides on Fi)e S +re.uency.
E=F SUSTAINAD
$t +ocuses on de+ining a ne* status and standard o+ organized *ork place. Sustain -eans
regular training to -aintain standards de)eloped under S;<. $t ,rings in sel+; discipline and
co--it-ent to*ards *orkplace organization.

:=
"e-o)e
e)erything +ro-
*orkplace
7anted ,ut
not re.uired Gunk
1#B!11$%& O% F$1!
F$1! %UB!"
SUBG!CT
F"O D#T!
TO D#T!
O7%!"
:>
BOX 4ABE4
For !4a-ple
1 6 : 6 # 6 >
1 5 7ork Station E1F
: 5 Dra*er E:F
# ; Shel+ E#F
> 5 File %u-,er E>F
CO1OU" COD$%& OF F$1!S
DEPARTMENT
7elco-e Desk
9ersonal Banker
Teller
:?
"elationship anager
Branch anager
De-at
Others
$n the HDFC B#%' each depart-ent has their di++erent color coding apply on the di++erent
+ile. Due to this e)eryone a*are a,out their particular color +ile *hich is coding on it and
they sa)e their )alua,le ti-e. $t is a part o+ 'aizen and also included in the syste- o+ the
Fi)e LSC. 1ogic ,ehind it that/ the color coding is al*ays di++erentiating the things +ro- the
si-ilar one.
HU#% "!SOU"C!S
The BankCs sta++ing needs continued to increase during the year particularly in the retail
,anking ,usinesses in line *ith the ,usiness gro*th. Total nu-,er o+ e-ployees increased
+ro- 1<@?@ as o+ arch:1/ 322> to 31<?? as o+ arch :1/ 322?. The Bank continues to
+ocus on training its e-ployees on a continuing ,asis/ ,oth on the 8o, and through training
progra-s conducted ,y internal and e4ternal +aculty.
The Bank has consistently ,elie)ed that ,roader e-ployee o*nership o+ its shares has a
positi)e i-pact on its per+or-ance and e-ployee -oti)ation. The BankCs e-ployee stock
option sche-e so +ar co)ers around A222 e-ployees.
:@
"U9!! !#"%!D ; "U9!! S9!%T
$t is -ore i-portant +or e)ery organization to kno* a,out +ro- *here and *here to spent
-oney. #nd ,alanced ,et*een these t*o things rupee earned and rupee spent are re.uired
+or s-ooth running o+ ,usiness and +inancial soundness. This type o+ *atch can control
and eli-inate the unnecessary spending o+ ,usiness. $n this diagra- it include ,oth things
+ro- *here Bank earned "upee and *here to spent.
:A
HDFC B#%' earned +ro- the L$nterest +ro- #d)ancesC =1.1< H/ L$nterest +ro-
$n)est-entC 3?.13 H/ ,ank earned co--ission e4change and ,rokerage o+ 1=.3= H. These
are the -a8or earning Sources o+ the ,ank. Bank also earned +ro- the Fore4 and
Deri)ati)es and so-e other $nterest $nco-e. Bank spent :A.?= H on $nterest !4pense/
:2.3? H on Operating !4pense and 1<.=@ H on 9ro)ision. Bank also spent Di)idend and
Ta4 on di)idend/ 1oss on $n)est-ent/ Ta4. #s *e discuss a,o)e that ,alancing is -ust
,et*een these t*o +or e)ery organization especially in the era o+ glo,alization *here there
are sti++ co-petition a-ong )arious -arket players.
"!C!%T D!0!1O9!%T
<2
The "eser)e Bank o+ $ndia has appro)ed the sche-e o+ a-alga-ation o+ C"%tu#i%
Ba%) $ Pu%=a. 4t*F *ith HDFC Ba%) 4t*F *ith e++ect +ro- ay 3:/ 322@.
#ll the ,ranches o+ Centurion Bank o+ 9un8a, *ill +unction as ,ranches o+ HDFC Bank
*ith e++ect +ro- ay 3:/ 322@. 7ith "B$Cs appro)al/ all re.uisite statutory and regulatory
appro)als +or the -erger ha)e ,een o,tained.
The co-,ined entity *ould ha)e a nation*ide net*ork o+ 11>? ,ranchesN a strong deposit
,ase o+ around "s.1/33/222 crores and net ad)ances o+ around "s.@A/222 crores. The
,alance sheet size o+ the co-,ined entity *ould ,e o)er "s.1/>:/222 crores.
M"#0"# <ith C"%tu#i% Ba%) $ Pu%=a. 4i!it"*
On arch 3?/ 322@/ the shareholders o+ the Bank accorded their consent to a sche-e o+
a-alga-ation o+ Centurion Bank o+ 9un8a, 1i-ited *ith HDFC Bank 1i-ited. The
shareholders o+ the Bank appro)ed the issuance o+ one e.uity share o+ "s.126; each o+
HDFC Bank 1i-ited +or e)ery 3A e.uity shares o+ "e. 16; each held in Centurion
Bank o+ 9un8a, 1i-ited. This is su,8ect to receipt o+ #ppro)als +ro- the "eser)e Bank o+
$ndia/ stock e4changes and other re.uisite statutory and regulatory authorities. The
shareholders #lso accorded their consent to issue e.uity shares and6or *arrants con)erti,le
into e.uity shares at the rate o+ "s.1/=:2.1: each to HDFC 1i-ited and6or other
pro-oter group co-panies on pre+erential ,asis/ su,8ect to +inal regulatory appro)als in
this regard. The Shareholders o+ the Bank ha)e also appro)ed an increase in the
authorized capital +ro- "s.<=2 crores to "s.==2 crores.
<1
9ro-oted in 1AA= ,y Housing De)elop-ent Finance Corporation EHDFCF/ $ndiaJs
leading housing +inance co-pany/ HDFC Bank is one o+ $ndiaJs pre-ier ,anks pro)iding a
*ide range o+ +inancial products and ser)ices to its o)er 11 -illion custo-ers across
hundreds o+ $ndian cities using -ultiple distri,ution channels including a pan;$ndia
net*ork o+ ,ranches/ #Ts/ phone ,anking/ net ,anking and -o,ile ,anking. 7ithin a
relati)ely short span o+ ti-e/ the ,ank has e-erged as a leading player in retail ,anking/
*holesale ,anking/ and treasury operations/ its three principal ,usiness seg-ents. The
,ankJs co-petiti)e strength clearly lies in the use o+ technology and the a,ility to deli)er
*orld;class ser)ice *ith rapid response ti-e. O)er the last 1: years/ the ,ank has
success+ully gained -arket share in its target custo-er +ranchises *hile -aintaining
healthy pro+ita,ility and asset .uality.
#s on arch :1/ 322@/ the Bank had a net*ork o+ ?>1 ,ranches and 1/A?? #Ts in :3?
cities. For the year ended arch :1/ 322@/ the Bank reported a net pro+it o+ $%" 1=.A2
,illion E"s.1=A2.3croreF/up :A.:H/ o)er the corresponding year ended arch :1/
322?. #s o+ arch :1/ 322@ total deposits *ere $%" 122?.>A ,illion/E"s.122/?>A
croreF up <?.=H o)er the corresponding year ended arch :1/ 322?. Total ,alance sheet
size too gre* ,y <>.2H to $%" 1/::1.?? ,illion E1::1?? croreF. 1eading $ndian and
international 9u,lications ha)e recognized the ,ank +or its per+or-ance and .uality.
Centurion Bank o+ 9un8a, is one o+ the leading ne* generations 9ri)ate sector ,anks in
$ndia. The ,ank ser)es indi)idual consu-ers/ s-all and -ediu- ,usinesses and large
corporations *ith a +ull range o+ +inancial products and ser)ices +or in)esting/ lending and
ad)ice on +inancial planning. The ,ank o++ers its custo-ers an array o+ *ealth
-anage-ent products such as -utual +unds/ li+e and general insurance and has esta,lished
a leadership LpositionC. The ,ank is also a strong player in +oreign e4change ser)ices/
personal loans/ -ortgages and agricultural loans.
<3
#dditionally the ,ank o++ers a +ull suite o+ %"$ ,anking products to O)erseas $ndians. On
3Ath #ugust 322?/ Centurion Bank o+ 9un8a, -erged *ith 1ord 'rishna Bank E1'BF/ post
o,taining all re.uisite statutory and regulatory appro)als. This -erger has +urther
strengthened the geographical reach o+ the Bank in -a8or to*ns and
cities across the country/ especially in the State o+ 'erala/ in addition to its e4isting
do-inance in the northern part o+ the country.
Centurion Bank o+ 9un8a, no* operates on a strong nation*ide +ranchise o+ <2< ,ranches
and <=3 #Ts in 1A2 locations across the country/ supported ,y e-ployee ,ase o+ o)er
?/=22 e-ployees. $n addition to ,eing listed on the -a8or $ndian stock e4changes/ the
BankCs shares are also listed on the 1u4e-,ourg Stock !4change.
#CH$!0!!%T $% 322A
UT$ F;C%BC T01@
Financial #d)isor
#*ards 322A

Best 9er+or-ing Bank
Business Standard Best
Banker #*ard

r. #ditya 9uri/ D/ HDFC Bank
Fe Best Bank #*ards
322A
; Best $nno)ator o+ the year a*ard +or D r. #ditya 9uri
; Second Best 9ri)ate Bank in $ndia
<:
; Best in Strength and Soundness #*ard
!uro -oney #*ards
322A
JBest Bank in $ndiaJ
!cono-ic Ti-es Brand
!.uity B %ielsen
"esearch annual sur)ey
322A

ost Trusted Brand ; "unner Up
#sia oney 322A
#*ards JBest Do-estic Bank in $ndiaJ
$B# Banking
Technology #*ards
322A
JBest $T &o)ernance #*ard ; "unner upJ
&lo,al Finance #*ard JBest Trade Finance Bank in $ndia +or 322A
$D"BT Banking
Technology !4cellence
#*ard 322@
JBest $T &o)ernance and 0alue Deli)eryJ
#sian Banker
!4cellence in "etail
Financial Ser)ices
J#sian Banker Best "etail Bank in $ndia #*ard 322A J
<<
SWOT ANA4YSIS
STRENGTH
"ight strategy +or the right
products.
Superior custo-er ser)ice )s.
co-petitors.
&reat Brand $-age
9roducts ha)e re.uired
accreditations.
High degree o+ custo-er
satis+action.
&ood place to *ork
WEAKNESSES
So-e gaps in range +or certain
sectors.
Custo-er ser)ice sta++ needs
training.
9rocesses and syste-s/ etc
anage-ent co)er insu++icient.
Sectoral gro*th is
constrained ,y lo*
une-ploy-ent le)els and
co-petition +or sta++
<=
1o*er response ti-e *ith
e++icient and e++ecti)e ser)ice.
Dedicated *ork+orce ai-ing at
-aking a long;ter- career in
the +ield.
O((#tu%iti"s
9ro+it -argins *ill ,e good.
Could e4tend to o)erseas ,roadly.
%e* specialist applications.
Could seek ,etter custo-er deals.
Fast;track career de)elop-ent
opportunities on an industry;*ide
,asis.
#n applied research centre to create
opportunities +or de)eloping
techni.ues to pro)ide added;)alue
ser)ices.
Th#"ats
1egislation could i-pact.
&reat risk in)ol)ed
0ery high co-petition pre)ailing in
the industry.
0ulnera,le to reacti)e
attack ,y -a8or co-petitors
1ack o+ in+rastructure in rural areas
could constrain in)est-ent.
High )olu-e6lo* cost -arket is
intensely co-petiti)e.
<>
CHAPTER 1
<?
OBGECTIVES OF THE STUDY
To kno* the custo-er satis+action le)el and their perception regarding HDFC
Bank.
To kno* the custo-er a*areness regarding the BankCs products.
To kno* the le)el o+ interest o+ custo-er regarding the di++erent sche-es o+ ,ank.
To kno* the pre+erence o+ custo-er regarding the e4tra ser)ices.
To kno* the pro,le-s o+ custo-er regarding ,ank.
<@
RESEARCH METHODO4OGY

"esearch is a care+ul in)estigation or in.uiry especially through search +or ne* +acts in
,ranch o+ kno*ledgeD -arket research speci+ies the in+or-ation. "e.uired to address these
issuesD designs the -ethod +or collecting in+or-ationD -anage and i-ple-ents the data
collection process analyses the results and co--unicates the +inding and their i-plications.
"esearch pro,le- is the one *hich re.uires a researcher to +ind out the ,est solution +or the
gi)en pro,le- that is to +ind out the course o+ action/ the action the o,8ecti)es can ,e
o,tained opti-ally in the conte4t o+ a gi)en en)iron-ent.
RESEARCH DESIGN
# +ra-e*ork or ,lueprint +or conducting the research pro8ect. $t speci+ies the details o+ the
procedures necessary +or o,taining the in+or-ation needed to structure and6or sol)e
research pro,le-s. # good research design lays the +oundation +or conducting the pro8ect.
# good research design *ill ensure that the research pro8ect is conducted e++ecti)ely and
e++iciently. Typically/ a research design in)ol)es the +ollo*ing co-ponents/ or tasksD
De+ine the in+or-ation needed.
Design the research.
Speci+y the -easure-ent and scaling procedures.
Construct and present a .uestionnaire or an appropriate +or- +or data collection.
Speci+y the sa-pling process and sa-pling size.
De)elop a plan o+ data analysis.
Data C++"cti%A D The o,8ecti)es o+ the pro8ect are such that ,oth pri-ary and
secondary data is re.uired to achie)e the-. So ,oth pri-ary and secondary data *as used
+or the pro8ect. The -ode o+ collecting pri-ary data is .uestionnaire -ode and sources o+
secondary data are )arious -agazines/ ,ooks/ ne*spapers/ B *e,sites etc.
<A
1. P#i!a#' DataA The pri-ary data *as collected to -easure the custo-er satis+action
and their perception regarding HDFC Bank. The pri-ary data *as collected ,y -eans o+
.uestionnaire and analysis *as done on the ,asis o+ response recei)ed +ro- the custo-ers.
The .uestionnaire has ,een designed in such a -anner that the consu-erCs satis+action
le)el can ,e -easured and consu-er can enter his responses easily.
3. S"c%*a#' DataA The purpose o+ collecting secondary data *as to achie)e the
o,8ecti)e o+ studying the recent trends and de)elop-ents taking place in ,anking.
Sa!(+" si@" 5
122 custo-ers *ere selected.
Sa!(+i%0 U%it H
&urdaspur
Sa!(+i%0 T"ch%iIu" H
Con)enient sa-pling.
A%a+'sis a%* I%t"#(#"tati%
#+ter the data collection/ it *as co-piled/ classi+ied and ta,ulated -anually and *ith help
o+ co-puter. Then the task o+ dra*ing in+erences *as acco-plished *ith the help o+
percentage and graphic -ethod.
=2
CHAPTER 7
1F F# h< +%0 'u a#" (a#t $ HDFC Ba%)&
=1
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
1ess than > onths 32 32H
1ess than 1 Mear :? :?H
1ess than 3 Mears 1< 1<H
ore than 3 Mears 3A 3AH
Total 122 122H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that -a8ority o+ the respondents are part o+ HDFC Bank
+ro- last one year i.e. :?HN 3AH o+ the respondents are part o+ HDFC Bank +ro- last -ore
than 3 yearsN 32H respondents +ro- > -onths and re-aining 1<H respondents are part o+
HDFC Bank +or last t*o years.
=3
5F What a#" #"as%s that att#act 'u t ." a cust!"# $ th"
.a%)&
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
$-age 3= 3=H
!4tra Ser)ices 3= 3=H
Ser)ices <= <=H
#ll o+ a,o)e = =H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that -a8ority o+ the respondents i.e. <=H are ,eco-e part
o+ HDFC Bank ,ecause o+ its ser)icesN 3=H ,ecause o+ its i-ageN 3=H ,ecause o+ its e4tra
ser)ices and rest ,ecause o+ all the three +actors.
2F A#" 'u a<a#" $ th" *i$$"#"%t s"#/ic"s $$"#"* .' HDFC
Ba%)&
=:

R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
Mes A1 A1H
%o A AH
Total 122 122H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that -a8ority o+ the respondents are a*are o+ products and
ser)ices o++ered ,y HDFC Bank i.e. A1H and AH respondents are not a*are o+ ser)ices
o++ered ,y HDFC Bank.
3F D 'u )%< a.ut th"s" $++<i%0 s"#/ic"s $ th" .a%)&
=<
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
Sa)ing a6c 122 122H
Fi4ed deposits 122 122H
Current a6c =: =:H
De-at a6c = =H
Credit cards 3= 3=H
utual +unds 1> 1>H
1oans A= A=H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that -a8ority o+ the respondents are a*are o+ sa)ing a6c B
FDCs i.e. 122H.=:H are a*are a,out current a6c/ =H de-at a6c/ 3=H credit card/ 1>H
-utual +und and A=H are a*are o+ loans.
1F Which $ th"s" s"#/ic"s a#" 'u usi%0&
==
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
Sa)ing a6c >= >=H
Fi4ed deposits =@ =@H
Current a6c <2 <2H
De-at a6c : :H
Credit cards 2 2H
utual +unds 12 12H
1oans <? <?H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that -a8ority o+ the respondents are using sa)ing a6c i.e.
>=H.=@H are using FDCs/ <2H current a6c/ :H de-at a6c/ 2H credit card/ 12H -utual +und
and <?H are a*are o+ loans.
7F Which $ th"s" s"#/ic"s a#" 'u $u#th"# i%t"#"st"* i%&
=>
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
Sa)ing a6c 32 32H
Fi4ed deposits 3< 3<H
Current a6c 12 12H
De-at a6c 2 2H
Credit cards 2 2H
utual +unds 3: 3:H
1oans 1A 1AH
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that -a8ority o+ the respondents are interesting in FDCs i.e.
3<H/32H are interesting in sa)ing a6c/ <2H current a6c/ 3:H -utual +und/ 1AH in loans
and no ,ody is interesting in credit cards and de-at a6cCs.
8F Which s"#/ic" $ th" .a%) <u+* 'u #at" th" ."st&
=?
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
Sa)ing a6c :: ::H
Fi4ed deposits <2 <2H
Current a6c 13 13H
De-at a6c 2 2H
Credit cards 2 2H
utual +unds 12 12H
1oans = =H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that ::H o+ the respondent rate sa)ing a6c/ the ,est
product. <2H said FDCs are ,est. 13H said current a6c.12H said a,out -utual +unds.=H
said a,out loans and no one rate de-at a6c B credit card.
9F D 'u )%< a.ut th" E?t#a s"#/ic"s ."i%0 (#/i*"* .' th"
.a%)&
=@
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
Mes >A >AH
%o <1 <1H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that >AH o+ the respondents are kno*n a,out the
inno)ati)e ser)ices and the rest is unkno*n a,out it.
:F Which $ th" $++<i%0 E?t#a s"#/ic" $ th" .a%) <u+* 'u
+i)" t 0 i% $#&
=A
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
9hone ,anking = =H
#T >2 >2H
%et ,anking 12 12H
Bill pay-ent 12 12H
%on o+ these = =H
#ll o+ these 12 12H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that =H o+ the respondents *ould like to go +or phone
,anking/ >2H +or #TCs/ 12H +or net ,anking/ 12H +or ,ills pay-ent/ =H donCt *ant any
inno)ati)e ser)ices and 12H *ant all these ser)ices.
16F What is 'u# ("#c"(ti% a.ut th" s"#/ic" $ th" .a%)&
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
>2
&ood := :=H
#)erage == ==H
9oor 12 12H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that :=H o+ the respondents +ound the ser)ice o+ HDFC
Bank good/ ==H +ound it a)erage and 12H +ound it poor.
11F A#" 'u satis$i"* <ith th" *"a+i%0 $ th" .a%) $$icia+s&
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
Mes :2 :2H
%o 3= 3=H
>1
To so-e e4tent <= <=H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that :2H o+ the respondents are satis+ied *ith the dealing
o+ the ,ank o++icials/ <=H are not +ully satis+ied and 3=H are dissatis+ied.

15F A%' (#.+"! 'u a#" $aci%0 #"0a#*i%0 th" .a%)&
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
>3
Ti-eliness ?@ ?@H
Custo-er relationship 13 13H
$n+rastructure 12 12H
Others 2 2H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that ?@H o+ the respondent +acing the pro,le- o+
ti-eliness/ 13H custo-er relationship and 12H o+ in+rastructure.
13F H< <i++ 'u #at" th" HDFC Ba%) i% !ai%tai%i%0 0*
cust!"# #"+ati%shi(&
>:
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
&ood 32 32H
#)erage =? =?H
9oor :: ::H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that 32H o+ the respondents said HDFC Bank is good in
-aintaining custo-er relationship/ =?H said it is a)erage and rest ::H said it is poor in the
-aintenance.
11F What is 'u# /"#a++ satis$acti% #ati%0 <ith u# .a%)&
><
R"s(%s" NF $ R"s(%*"%ts Ja0" $ R"s(%*"%ts
0ery dissatis+ied 3 3H
So-e*hat dissatis+ied A AH
%either satis+ied nor
dissatis+ied
31 31H
0ery satis+ied <@ <@H
So-e*hat satis+ied 32 32H
I%t"#(#"tati%A
Fro- the a,o)e graph it is clear that <@H o+ the respondents are )ery satis+ied *ith the
,ank/ 32H are so-e*hat satis+ied/ 31H are neither satis+ied nor dissatis+ied/ AH are
so-e*hat dissatis+ied and 3H are )ery -uch dissatis+ied *ith the ,ank.
FINDINGS OF THE STUDY
>=
a8ority o+ the custo-ers are satis+ied *ith HDFC Bank.
a8ority o+ the custo-ers are a*are o+ ser)ices and e4tra ser)ices o++ered ,y HDFC
Bank. But not all the ser)ices.
The -a8ority o+ the custo-ers +ound ser)ices o+ the ,ank are a)erage.
a8ority o+ the respondents are +ound the ,ank is a)erage in -aintaining the good
custo-er relationship.
a8ority o+ the respondent said that they are +acing the pro,le- o+ ti-eliness and
rest are +acing pro,le- o+ custo-er relationship and in+rastructure.
The perception o+ the -a8ority o+ the custo-er regarding the ,ank is good ,ecause
-a8ority o+ the custo-ers are satis+ied *ith the ,ank and they also reco--end the products
o+ the ,ank.
The -ost pre+era,le e4tra ser)ice is #TCs and the less pre+era,le ser)ices are ,ills
pay-ent/ net ,anking and phone ,anking.
The -a8ority o+ custo-ers are -ore interested in FDCs/ -utual +unds and sa)ing
a6cs.
The -a8ority o+ the custo-ers are satis+ied *ith the dealing o+ the o++icials upto
so-e e4tent.
ain +actor that attract custo-ers to*ards ,ank is the ser)ices o+ the ,ank.
Ser)ices that are -ost used ,y the custo-er are sa)ing a6c/ FDCs/ current a6c and
loans.

CHAPTER 8
>>

>?
SUGGESTIONS AND RECOMMENDATIONS
ore stress should gi)e on the ad)ertise-ent and pro-otional acti)ities.
The Bank should -ake so-e e++orts to i-pro)ing good relationship *ith custo-er.
The ,ank should enhance their ser)ices according to the needs o+ the custo-er.
The ,ank -akes its procedures less ti-e consu-ing.
The ,ank should -ake e++ort to a*are the custo-ers a,out their all the e4tra
ser)ices.
>@
4IMITATIONS OF THE STUDY

$t is said/ %othing is per+ect( and i+ the .uite is true/ $ a- sure that there *ould ,e +e*
shortco-ing in this pro8ect also. Sincere e++orts ha)e ,een -ade to eli-inate discrepancies
as +ar as possi,le ,ut +e* *ould ha)e re-inded due to li-itations o+ the study. These areD
The research *as carried out in a short period.
1i-ited sa-ple size.
The in+or-ation gi)en ,y the respondent -ight ,e ,iased so-e o+ the- -ight not
,e interested to gi)en correct in+or-ation.
So-e o+ the respondents o+ the sur)ey *ere un*illing to share in+or-ation.
>A
CHAPTER 9
?2
CONC4USION
#t the end $ *ould like to conclude that The $ndian ,anking -arket is gro*ing at an
astonishing rate/ *ith #ssets e4pected to reach USI1 trillion ,y 3212. HDFC ,ank had a
net*ork o+ 1/1<3 ,ranches #nd :/3A= auto-ated teller -achines in =3@ cities in $ndia.. The
-a8ority o+ custo-ers are satis+ied. But the ,ank should target on the rest o+ the custo-ers
*ho are not satis+ied. The custo-ers are a*are a,out the ,ankCs ser)ices ,ut the Bank
should try to create -ore a*areness a-ong people. HDFC Bank should lay -ore stress on
ad)ertise-ents/ ,oth in print as *ell as in other -edia +or this purpose. %u-,er o+
+or-alities should reduce/ as custo-er +eels irritated *ith lots o+ +or-alities and it *ill sa)e
the ti-e o+ custo-er and Bank also.
?1
BIB4IOGRAPHY
***.,nknetindia6co-6,anking6+inance
httpD66en.*ikipedia.org6*iki6,anking+inancialco-pany
***.hd+c,ank.co-
***.hd+c,ank6products6+inance
***.google.co-
***.ilo)eindia.co-.

?3
KUESTIONNAIRE
"ame ********************** %+e ***********************
Gender ********************* 'ccupation *****************
%nnually Income ************* e-mail *********************
%ddress *****************************************************
1. For ho* long you are part o+ HDFC BankQ
1ess than > onths E F 1ess than 1 Mear E F
1ess than 3 Mears E F ore than 3 Mears E F
3. 7hat are reasons that attract you to ,e a custo-er o+ the ,ankQ
aF its i-age E F
,F its ser)ice E F
cF products E F
dF all o+ the a,o)e E F

:. #re you a*are o+ the di++erent ser)ices o++ered ,y HDFC BankQ
Mes E F %o E F
?:
<. Do you kno* a,out these ser)ices o+ the ,anking industryQ
aF Sa)ings a6c Mes6no
,F Fi4ed deposits yes6no
cF Current a6cCs yes6no
dF De-at a6cCs yes6no
eF Credit card yes6no
+F $nsurances yes6no
gF utual +unds yes6no
hF 1oans yes6no
=. 7hich o+ these products are you usingQ
aF Sa)ings a6c yes6no
,F Fi4ed deposits yes6no
cF Current a6c yes6no
dF De;-at a6c yes6no
eF Credit card a6c yes6no

+F $nsurance yes6no
gF utual +inds yes6no
hF 1oans yes6no
>. 7hich o+ these products are you -ore interested inQ
aF Sa)ings a6c yes6no
BF Fi4ed deposits yes6no
?<
cF Current a6c yes6no
dF De;-at a6c yes6no
eF Credit card a6c yes6no
+F $nsurance yes6no
gF utual +inds yes6no
hF 1oans yes6no
?. 7hich ser)ices o+ the ,anks *ould you rate the ,estQ

aF Sa)ing a6c
,F Fi4ed deposits
cF Current a6c
dF De;-at a6c
eF Credit card a6c
+F $nsurance
gF utual +inds
hF 1oans
@. Do you kno* a,out the e4tra ser)ices ,eing pro)ided ,y
the ,ankQ
aF Mes
,F %o
?=
A. 7hich o+ the +ollo*ing e4tra ser)ice o+ the ,anks *ould you
1ike to go in +orQ
aF 9hone ,anking E F
,F #T E F
cF %et ,anking E F
dF o,ile ,anking E F
eF Bill pay-ent E F
+F %one o+ these E F
gF #ll o+ these E F
12. 7hat is your perception regarding the ser)ice o+ the ,ankQ
aF &ood E F
,F #)erage E F
cF 9oor E F
11. #re you satis+ied *ith the dealing o+ the ,ank o++icialsQ
a. Mes E F
,. %o E F
c. To so-e e4tend E F
13. #ny pro,le- you are +acings regarding the ,ankQ
Ti-eliness E F
Custo-er relationship E F
$n+rastructure E F
Others E F
?>
1:. Ho* likely are you to reco--end Bank ser)ices to a +riend or colleagueQ

E1F 0ery unlikely E F
E3F So-e*hat unlikely E F
E:F %either likely nor unlikely E F
E<F 0ery likely E F
E=F So-e*hat likely E F
1<. Ho* *ill you rate the HDFC Bank in -aintaining good custo-er relationshipQ
E1F &ood E F
E3F #)erage E F
E:F 9oor E F
1=. 7hat is your o)erall satis+action rating *ith our co-panyQ
E1F 0ery dissatis+ied E F
E3F So-e*hat dissatis+ied E F
E:F %ether satis+ied nor dissatis+ied E F
E<F 0ery satis+ied E F
E=F So-e*hat satis+ied E F
Tha%)s $# (a#tici(ati%0 i% th" su#/"'F
??