MARKETING OF SERVICES

KOHINOOR BANJARA BRANCH

Presented By- Group 1

Abhishek Satpathy (19PGPM002)

Avijit Hazra (19PGPM010)
Rohit Gupta (19PGPM053)
Subhrajit Bhaumik (19PGPM061)
Trishna Saraf (19PGPM063)
Shobha Mukherjee (19PGPM067)
KOHINOOR
BANJARA
BRANCH
Twin Perspective of SBI Kohinoor
Business Model
– Serves the Ultra High Net Worth Individuals(UHNIs)
– Design and performance of the brand new division.
– Consideration of variables such as customer choice.
– The vision of SBI was to be the “Banker to every Indian”.
– Designed to cater to such individuals by having high levels customer
interaction, divergence of services and customization.
– SBI needed to break free of its own legacy persona of being an archaic.
– 2X2 matrix with “Degree of Interaction” and “Degree of Labor intensity”.
– Operated on a similar revenue model as compared to a regular branch.
 Strategic Intent and
Differentiator
• Exclusivity

• Customer selection strategy

• Unique Services

• Personal Bankers

• Personnel Training

• No media promotion

• Infrastructure
 Evaluation of Service Design
strategy of SBI Kohinoor

Useful Services Not so Useful Services

– Loans (Diversified Ranges)
– FOREX Services(Vacationing is
ranked 1 in terms of expenditure)
– NRI services (large NRI population
from AP due to the IT / ITeS boom).
– Locker Services
– No mention of Financial planning
services
– Conferencing room services
– Coffee Bars
Evaluation of Customer selection
strategy

Target Customers who did not have bank accounts with SBI

Opening accounts only by Invitations

NO Active Marketing

Focus on Customers who are socially responsible

Evaluation of Employees selection
strategy
To ensure, exclusive and round the clock
banking services

Selection on the basis of their Location,

Acuteness, Past track records
Providing specialized training for
Negotiation skills, Product Knowledge and
etiquitte
 Concept ready to roll out?
Pros
– Addressing customers ‘finicky for
exclusivity’
– Need for convenience through
doorstep delivery of services
– Centralization would bring down the
cost of expansion
Cons
– Increased difficulty of management
(mix of centralized/decentralized
offices)
– Performance could reduce due to this
centralization.
– Dealing with local branch is what the
customers would be wary of.
Few more factors restricting the roll
out-
• Personal Bankers

• Small target customer segments

• Not targeting present UHNI customers

• Imitability is high

• Perceived poor service quality

• Estrange customers of traditional SBI branch

Brand Positioning of SBI : “The largest bank for the smallest
man.”
 SBI had poor perceived quality of service among the upper crust.
 The upper crust comprising of UHNI and HNIs value:
1. Privacy
2. Personalized and customized service
3. Comfort.
4. Flexible timing.
5. Creation of customer value through servicing.
 Functioning the same UHNI customers
through some of SBI’s existing branches
(Sub-divisions)
Challenges
• HNI clients demand exclusivity and
Advantages confidentiality, which will be hard
• Diminish the initial investment to keep at subdivisions that are
needed by SBI. already over-crowded
• No new sub-division is required to • Retaining the UHNI Customers
put up which may cause potential would be difficult.
hazards • Round the clock servicing will be
• Opportunities of failure are averted difficult.
as a result. • Brand identity of SBI may become
diluted.
On balance

– It would be best to choose for the theoretical account presently being

deployed by State Bank of Bikaner & Jaipur through their Jaipur Branch
– Incorporating back office work with the front-end banking subdivisions for
easy passage
– As the figure and the wealth of the HNI’s additions, SBI should so put up
single subdivisions providing to the HNI’s.
THANK YOU!