Chapter – 1

INTRODUCTION:
Banking Industry in India has undergone a rapid changes followed by a series of fundamental
developments. Most significant among them is the advancement in Informa on Technology
as well as communica on system. This has changed the concept of Tradi onal banking
ac vi es and has been an instrumental behind broadening the dissemina on of financial
informa on along with lowering the cost of many financial ac vi es. Informa on technology
and communica on networking systems have revolu onized the func oning of Banks.
Secondly increasing compe on among a broad range of domes c and foreign ins tu ons in
product marke ng area becomes a prevalent prac ce. Thirdly, in line with the increase in
overall economic ac vi es, financial ins tu ons too, have modified themselves accordingly in
all spheres including customer service.
The customers are now demanding more on price (interest rate) financial security, quick
service, convenience, a rac ve yield, low cost loan, professional service, advice/ counselling,
Easy access, simple procedure, Friendly approach, and variety of product.
In the recent years, CRM has emerged as one of the most widely prescribed solu ons for
increasing market chase and growth of many industries in general, banking sector in par cular.
CRM is a simple philosophy which places the customer at the heart of the business
organiza ons process, ac vi es and culture with as inten on to improve customer
sa sfac on. In other words, CRM is described as the establishment, development,
maintenance and op miza on of the long term mutually valuable rela onship between the
customer and the organiza on. From the organiza ons compe ve advantage to boost the
profits.

REVIEW OF LITERATURE
1.V.K. Sudhakar (1998): Bank of Baroda had submi ed disserta on on the subject of Policies
and Perspec ves of NPA Reduc on in Public Sector Banks” to The Indian Banks Associa on,
Mumbai, 1997-98. This study a empted to examine the issue rela ng to policies and prac ces
prevailing in the area of NPA reduc on. This study also indicated that though the top
management of Public Sector Banks (PSBs) were enlightened and concerned about the
dimensions of NPAs in their bank the same is not shared by the staff at opera onal level. NPA
reduc on as organiza onal goals not translated into ac on in true spirit. The methods and
system followed by most PSBs can at best be categories as conven onal and crude.
2 Kishor Bhoir (2000): A study conducted on” Deals with the various aspects of NPA in public
sector banks. Study highlighted the main reason which turns the performing advances to non
performing ones. The author recommends remedial measures taken by the public sector
banks and compromise se lement as one of the solu ons to the problem faced by the public
sector banks. The author analysed internal and external Industrial sickness. According to the
researchers NPA has a mul ple effects on the total working of Indian banking system and the
banks loses further opportunity of investment. The study also emphasized different categories
of borrowers.
3. Pankaj B.Trivedi (2000): brings about the causes and factors responsible for lower
Profitability and impact of infla on and changes in price level. It very clearly implies that
there is correla on between efficiency and profitability. The author has made an a empt to
suggest business strategies that PSBs will have to adopt to come out of adverse effect. The
research explains the changes that are necessary in the present set up of PSBs and their
business policies to raise their opera onal efficiency and profitability. The author correlates
two factors namely efficiency and profitability. The author suggested that week bank should
constantly monitored by Financial Restructuring Authority and RBI. Such reform will enable
to increase the profitability of Public Sector Banks.
4. Balasubramaniam C.S. (2001): highlighted the level of NPAs is high with all banks
currently and the banks would be expected to bring down their NPA. This can be achieved by
good credit appraisal procedures, effec ve internal control systems along with their efforts
to improve asset quality in their balance sheets. Research and Time gap in Literature The
different aspects of literature related to Non-Performing Assets of researchers over the years
have been collected and used for this study, but there is a huge me gap exis ng for the
comprehensive research on quality aspects of Non-Performing Assets. Most of the research
and studies are being done on causes, impact and management aspects of NPAs
5. Dr. Bimal Jalan, Governor RBI (2001): In his speech tled “Banking and Finance in the
New Millennium” delivered at 22nd Bank Economists Conference, New Delhi,15th
February,2001cited “As regards internal factors leading NPAs, the onus rest with the banks
themselves. This calls for organiza onal restructuring improvement in managerial efficiency,
skill up grada on for proper assessment of creditworthiness and a change in the a tude of
the banks towards legal ac on which is tradi onally viewed as a last resort. Highlight of the
speech was se ng up of independent Se lement Advisory Commi ees headed by re red
judge of the High Court to scru nize and recommend compromise proposals and
appointment of Lok Adalat, Debt recovery Tribunal, and circula on of Informa on on
defaulters, Asset Reconstruc on Company to nego ate with banks and financial ins tu on
for acquiring distressed assets and develop markets for such assets.”
6. Naidu and Nair (2003): analysed the technical efficiency of commercial banks in pre
reform as well as post reform period. They concluded that technical efficiency level among
bank groups has declined in the past reform period indica ng the enhanced compe on
among banks.
7. Gopalakrishnan, T.V. (2004): projected annual growth rate of NPAs as percentage of gross
advances of 5 per cent. The NPA as percentage of gross advances would be 9.9 percent in
March 2012 as against 12.4 per cent in March 2001. It was recognized that in this period the
gross advances would certainly be increasing in absolute terms considerably (almost double)
making the need for reduc on in NPAs even more significance.
8. Rajesh Chakrabar and Gaurav Chawla (2004): Authors suggested increasingly popular
methodology of Data Envelopment Analysis to evaluate the rela ve efficiency of Indian
Banks in comparison with Foreign Banks. The result of the study suggests on a value basis,
the foreign banks, as a group, have been considerably more efficient than all other bank
groups, followed by the Indian Private Banks. From the quan ta ve performance aspect
private banks supersedes the other bank group. The study emi ed their views on regulatory
mechanism is a cause for poor performance aspects like poor quality of goods is a cause of
NPA and emphasizing the level of profitability and in performance.
9. Sanjay Choudhari and Arabinda Tripathy (2004): in their study made an a empt to use
Data Envelopment Analysis (DEA) to evaluate the rela ve performance of public sector
banks in India. The authors made an a empt to evaluate the banks on five indicators
namely, Profitability, Financial Management, Growth, produc vity, and Liquidity. The analysis
showed that most of the banks form efficient fron er in profitability and financial indicators
compared to produc vity, growth and liquidity indicators. The authors emphasized on
lacuna that banks are not giving importance to other measures such as produc vity, growth
and liquidity as compared to profitability and financial management
10. Uday S Bose (2005): The growing NPA and its implica ons on the banking system need
no emphasis. While there have been several schemes in the past to facilitate the recovery
from NPAs, the success of such efforts in terms of NPA reduc on has been far from
sa sfactory. SARFAESI Act greatly helps bank in their effort to reduce recovers money from
NPAs. A empts to provide a glimpse of the Act against this backdrop. The author has cited
certain limita on on the Act and also put certain light of the Supreme Court landmark
Judgement in ordinance 2004.

objec ves
 To iden fy the customer rela onship management strategies adopted in Bank of Baroda in
Alur branch.

 To find out how the bank of Baroda employees interact with customers through various
communica on channels to create value for customers.

 To study the benefits of customer rela onship management context in bank of Baroda.

SCOPES:
The Bank of Baroda Alur branch could include defining the objec ves, iden fying the key
stakeholders, outlining the func onali es and features required, specifying the data to be
managed, assessing the technology infrastructure needed, and considering any regulatory or
compliance requirements. Addi onally, you might want to explore how the CRM system will
integrate with exis ng processes and systems, and how it will improve customer rela onship
management, efficiency, and decision-making within the branch.

Sampling design:
Sampling: Non-Probability sampling
Non-Probability is a method of sampling which all the members of the popula on does not
have an equal chance.
Sampling technique: Convenience sampling technique
It is a type of non-probability sampling where samples are selected from the popula on
based on conveniently available to the researcher.

Sampling size:
The study conducted in Bank of Baroda customer in Alur branch. I have taken 10
conveniently available bank customers as sample.

Sample unit:
The survey conducted bank of Baroda Alur branch.
Sample form: This study mainly concentrates on Bank of Baroda customer.

STATEMENT OF THE PROBLEM:

The Alur branch of bank of Baroda lacks an efficient customer rela onship management
(CRM) system, leading to difficul es in managing customer interac ons, tracking inquiries,
and providing personalized services. This results in decreased customer sa sfac on,
inefficient resources alloca on, and missed opportuni es for cross-selling and up selling.

LIMITATIONS OF THE STUDY:

 The study area is limited to Alur Branch only.
 The study sample size limited to 10 Respondents.
 The study was based on customer rela onship management among bank of Baroda
customers in Alur Branch.
Chapter-2
 Theore cal framework
Bank of Baroda, established in 1908, is a state-owned banking and financial services
organiza on, headquartered in Vadodara, Gujarat, India, and is the fourth largest banking
alliance in the country.
1960s
In 1961, bank of Baroda acquired new ci zen bank of India. This merger helped it increase its
branch network in Maharashtra. Bank of Baroda also opened a branch in Fiji. The next year it
opened a branch in Mauri us. In 1963, bank of Bank of Baroda acquired Surat banking
corpora on in Surat, Gujarat. 1965, bank of Baroda opened a branch in Guyana.
1969, the Indian government na onalised 14 top banks including bank of Baroda. Bank of
Baroda incorporated its opera ons in Uganda as a 51% subsidiary, with the government
owning the rest.
1970s
In 1972, bank of Baroda acquired bank of India’s opera ons in Uganda. Two years later’ bank
of Baroda opened a branch each in Dubai and Abu Dhabi.
In 1975, bank of Baroda acquired the majority shareholding and management control of
Bareilly corpora on bank and Nainital bank both in U ar Pradesh and U arakhand
respec vely. Since then, Nainital bank has expanded to U arakhand, U ar Pradesh,
Haryana, Rajasthan and Delhi state. Right now, bank of Baroda has 99% shareholding in
Nainital bank.
1980s
In 1980, Bank of Baroda opened a branch in Bahrain and a representa ve office in Sydney,
Australia. Bank of Baroda, union bank of India and Indian bank established IUB interna onal
finance, a licensed deposit taker, in Hong Kong. Each of the three banks took an equal share.
Eventually, bank of Baroda would buy out its partners.
A second consor um or joint- venture bank followed in 1985. Bank in India, in 1988, bank of
Baroda amalgamated traders bank, that had a network of 34 branches in Delhi. The reserve
bank had mandated the amalgama on.
1990s
Bank of Baroda opened an OBU in Mauri us, but closed its representa ve office in Sydney.
The next year Bank of Baroda took over the London branches of Union Bank of India and
Punjab & Sind Bank (P. P&S's branch had been established before 1970 and Union Bank's
a er 1980. The Reserve Bank of India ordered the takeover of the two following the banks'
involvement in the Sethia fraud in 1987 and subsequent losses.
In 1996, Bank of Baroda Bank entered the capital market in December with an ini al public
offering. The government of India is s ll the largest shareholder, owning 66% of the bank's
equity.
In 1997, Bank of Baroda opened a branch in Durban. The next year Bank of Baroda bought
out its partners in IUB Interna onal Finance in Hong Kong. Apparently, this was a response
to regulatory changes following Hong Kong's reversion to the People's Republic of China. The
now wholly owned subsidiary became Bank of Baroda (Hong Kong), a restricted license
bank. Bank of Baroda also acquired Punjab Coopera ve Bank in a rescue. Bank of Baroda
incorporate a wholly–owned subsidiary, BANK OF BARODA Capital Markets, for broking
business.
In 1999, Bank of Baroda merged in Bareilly Corpora on Bank in another rescue. At the me,
Bareilly had 64 branches, including four in Delhi. In Guyana, Bank of Baroda incorporated its
branch as a subsidiary, Bank of Baroda Guyana. Bank of Baroda added a branch in Mauri us
and closed its Harrow Branch in London.
2000s
In 2000 Bank of Baroda established Bank of Baroda (Botswana). The bank has three banking
offices, two in Gaborone and one in Francistown. In 2002, Bank of Baroda converted its
subsidiary in Hong Kong from deposit taking company to a Restricted License Bank.
In 2002 Bank of Baroda acquired Benares State Bank (BSB) at the Reserve Bank of India's
request. BSB had been established in 1946 but traced its origins back to 1871 and its
func on as the treasury office of the Benares state. In 1964 BSB had acquired Bareilly Bank,
with seven branches in western districts of U ar Pradesh; BSB also had taken over Lucknow
Bank in 1968. The acquisi on of BSB brought Bank of Baroda 105 new branches. Lucknow
Bank, a unit bank with its only office in Amirabad, had been established in 1913. Also in
2002, Bank of Baroda listed Bank of Baroda (Uganda) on the Uganda Securi es Exchange
(USE). The next year Bank of Baroda opened an OBU in Mumbai.
In 2004 Bank of Baroda acquired the failed south Gujarat Local Area Bank. Bank of Baroda
also returned to Tanzania by establishing a subsidiary in Dar-es-Salaam. Bank of Baroda also
opened a representa ve office each in Kuala Lumpur, Malaysia, and Guangdong, China.
In 2005 Bank of Baroda built a Global Data Centre (DC) in Mumbai for running its centralised
banking solu on (CBS) and other applica ons in more than 1,900 branches across India and
20 other coun es where the bank operates. Bank of Baroda also opened a representa ve
office in Thailand.
In 2006 Bank of Baroda established an Offshore Banking Unit (OBU) in Singapore.
In 2007, its centenary year, Bank of Baroda's total business crossed 2.09 trillion (short scale),
its branches crossed 2000, and its global customer base 29 million people. In Hong Kong,
Bank got Full Fledged Banking license and business of its Restricted License Banking
subsidiary was taken over Bank of Baroda branch in Hong Kong.
In 2008 Bank of Baroda opened a branch in Guangzhou, China and in Kenton, Harrow
United Kingdom. Bank of Baroda opened a joint venture life insurance company with Andhra
Bank and Legal & General called India First Life Insurance Company.
In 2009 Bank of Baroda was registered. As of 2017 Bank of Baroda has 3 branches: two in
Auckland, one in Wellington.
2010s
In 2010 Malaysia awarded a commercial banking licence to a locally incorporated bank to be
jointly owned by Bank of Baroda, Indian Overseas Bank and Andhra Bank.
In 2011 Bank of Baroda opened an Electronic Banking Service Unit (EBSU) at Hamriyah Free
Zone, Sharjah (UAE). It also opened four new branches in exis ng opera ons in Uganda,
Kenya, and Guyana. Bank of Baroda closed its representa ve office in Malaysia in
an cipa on of the opening of its consor um bank there. Bank of Baroda received 'In
Principle' approval for the upgrading of its representa ve office in Australia to a branch.
Bank of Baroda also acquired Mumbai-based Memon Coopera ve Bank, which had 225
employees and 15 branches in Maharashtra and three in Gujarat. It had to suspend
opera ons in May 2009 due to its precarious financial condi on.
The Malaysian consor um bank, India Interna onal Bank Malaysia (IIBM), finally opened in
Kuala Lumpur, which has a large popula on of Indians. BANK OF BARODA owns 40%, Andhra
Bank owns 25%, and IOB the remaining 35% of the share capital. IIBM seeks to open five
branches within its first year of opera ons in Malaysia, and intends to grow to 15 branches
within the next three years.
On 17 September 2018, the government of India proposed the merger of Dena Bank and
Vijaya Bank with the Bank of Baroda, pending approval from the boards of the three banks,
effec vely crea ng the third largest lender in the country. The merger was approved by the
Union Cabinet and the boards of the banks on 2 January 2019. Under the terms of the
merger, Dena Bank and Vijaya Bank shareholders received 110 and 402 equity shares of the
Bank of Baroda, respec vely, of face value ₹2 for every 1,000 shares they held. The merger
came into effect on 1 April 2019. Post-merger, the Bank of Baroda is the third largest bank in
India, a er State Bank of India and HDFC Bank. The consolidated en ty has over 9,500
branches, 13,400 ATMs, 85,000 employees and serves 120 million customers. The
amalgama on is the first-ever three-way consolida on of banks in the country, with a
combined business of Rs14.82 trillion (short scale), making it the third largest bank a er
State Bank of India (SBI) and ICICI Bank. Post-merger effec ve 1 April 2019, the bank has
become the India's third largest lender behind SBI and ICICI Bank.
Bank of Baroda announced in May 2019 that it would either close or ra onalise 800–900
branches to increase opera onal efficiency and reduce duplica on post-merger. The regional
and zonal offices of the merged companies would also be closed. PTI quoted an unnamed
senior bank official as sta ng that Bank of Baroda would look to expand in eastern India as it
already had a strong presence in the other regions.
The bank of Baroda’s includes its core values, func ons, and corporate social responsibility.
Founding and founding and evolu on, services and ac vi es, vision and mission

Core values
 Integrity: the bank’s commitments to honesty and transparency

 Customer focus: the banks commitments to working together to achieve its goals

 Teamwork: the bank commitments to working together to achieve its goals

 Excellence: the banks commitments to being the best at everything it does

Func ons
Retail banking, corporate banking, investment banking, mortgage, loans, private banking,
wealth management, asset management, and investment management.

Corporate social responsibility:

The banks commitments to contribu ng to the well- being of communi es and society. The
bank will strive to make meaningful contribu on to the socio- economic development of the
country by encouraging gainful ac vi es in the realm of educa on, health, human welfare
and social ac vi es which are mainly linked to rural masses such as impar ng training to
unemployed and knowledge.

Founding and evolu on:

July 20, 1908, in the princely state of Baroda by sir Sayajirao Gaekwad 3. It is a na onalised
bank under the governance of the government of India and the reserve bank of India. It has
expanded its reach and clients base widely since its founding.

Services and ac vi es:

 Retail Banking: offers a wide range of services for individual customers.
 Corporate Banking: provides financial solu ons for business.
 Investment Banking: helps individuals and organiza ons raise capital.
 Digital Banking: focuses on digital transforma on, launching pla orms like Baroda
connect and the Baroda M-connect app.
 Self-service channels: bank of Baroda has a strong domes c presence supported by
self- services channels.

Vision and mission:

Vision: to be a source that helps all stakeholders realize their goals.
Mission: to be a one – stop, reliable partner for customers, offering rewarding careers to
employees, and maximum returns to investors and business partners.

Commitment to diversity and inclusion:

Bank of Baroda has a “Human Rights Policy” aligned with interna onal principles, promo ng
diversity, equity, and inclusion.
Chapter-3
 Company profile
BANK OF BARODA
Bank of Baroda is the second largest bank of India. It has large number of branches across 25
countries. Bank of Baroda started with an idealis c Maharaja's uncanny foresight into the
future of trade and enterprising in his country on July 20, 1908 under the Companies Act of
1897, and with a paid up capital of Rs10Lakh that has now translated into a strong,
trustworthy financial body, The Bank of Baroda. The corporate office of bank of Baroda is in
Mumbai. The bank has 56 regional offices and 13Zonal offices set at foremost ci es all over
India. Bank of Baroda has about 5060 branches in India as well as abroad as on August 9,
2014. The bank has opened a major business process reengineering to give enhancement to
sales growth by pleasing to the eye customer sa sfac on and by making possible alternate
channel migra on thus reinven ng itself to challenges of the 21st century. - It is people edge
bank endowed with a competent and mo vated employee who is engaged in handling the
wide business opera ons of the bank across the world. The bank has launched an exclusive
leadership development program 2010-11 with the prime objec ve of crea ng leaders for
the future and all branches of Bank of Baroda facili es internet banking such as online
payment of direct and indirect taxes, u lity bills, rail ckets, online shopping, dona on to
sanctuaries and ins tu onal fee payment. The bank has recognized BARODA SWAROJGAR
VIKAS SANSTHAN for training to unemployed forma ve years, free of cost for gainful self -
employment and entrepreneurship skill development and BARODA GRAMIN PARAMARSH
KENDRA for knowledge sharing, problem solving and credit counselling for rural masses
across the country, as on March 31, 2011. The bank will con nuously adapt to the dynamic
economics environment while engaging in long term rela onships to superior customer
service.
Bank of Baroda, one of India's leading public sector banks, boasts a rich legacy spanning over
a century. Here's a
PROFILE OVERVIEW:
Name: Bank of Baroda(BoB)
Establishment: Bank of Baroda was founded by the Maharaja of Baroda, Maharaja Sayajirao
Gaekwad III, on July 20, 1908, in Baroda (now Vadodara), Gujarat, India.
Type: Public Sector Bank
Headquarters: Vadodara, Gujarat, India
Key Figures:
Chairman: Atanu Kumar Das (As of my last update)
CEO: Sanjiv Chadha (As of my last update)
Global Presence: Bank of Baroda has a significant interna onal presence with branches and
subsidiaries across various countries, including the United States, United Kingdom, UAE,
Australia, New Zealand, South Africa, and many more.

SERVICES:

 Retail Banking: Providing a wide range of retail banking products and services including
savings accounts, current accounts, loans, and investment products.

 Corporate Banking: Offering corporate banking services to businesses, including financing,

treasury services, and trade finance.

 Interna onal Banking: Facilita ng interna onal trade and finance through its global
network.

 Wealth Management: Providing wealth management services, including investment

advisory, por olio management, and wealth preserva on strategies.

 Technological Advancements: Bank of Baroda has been ac vely inves ng in technology to

enhance its banking services. It offers internet banking, mobile banking, and other digital
channels for convenient and efficient banking.

 Corporate Social Responsibility (CSR): Bank of Baroda is commi ed to social responsibility

ini a ves, focusing on areas such as educa on, healthcare, women empowerment, and
environmental sustainability.

 Financial Performance: As of my last update, Bank of Baroda has consistently been one of
the prominent players in the Indian banking sector, with healthy financial performance and a
strong balance sheet.
 Awards and Recogni ons: Bank of Baroda has received various awards and recogni ons
over the years for its performance and contribu ons to the banking industry.

 Future Outlook: With its strong legacy, wide network, and focus on technology and
innova on, Bank of Baroda is poised to con nue its growth trajectory and remain a key
player in the Indian and global banking landscape.
For the most current and detailed informa on, it's always best to refer to the latest reports
and updates from Bank of Baroda or financial news sources.
Bank of Baroda typically provides a wide range of banking services to cater to the financial
needs of its customers. Here are some of the key services usually offered by Bank of Baroda:

 Savings Accounts: Bank of Baroda offers various types of savings accounts, including
regular savings accounts, salary accounts, and accounts for minors, each with
different features and benefits.
 Current Accounts: Current accounts are provided to businesses, firms, and
individuals for making frequent transac ons. Bank of Baroda offers current accounts
with features such as overdra facili es and personalized services.
 Fixed Deposits (FDs): Bank of Baroda offers fixed deposit schemes with different
tenures and interest rates, allowing customers to invest their money for a fixed
period at a predetermined interest rate.
 Loans: Bank of Baroda provides various types of loans, including home loans,
personal loans, car loans, educa on loans, and business loans, each tailored to
meet the specific needs of customers.
 Credit Cards: Bank of Baroda issues credit cards with different features and benefits
to suit the spending habits and requirements of various customers.
 Debit Cards: Bank of Baroda provides debit cards linked to savings and current
accounts, allowing customers to make cashless transac ons, withdraw money from
ATMs, and shop online.
 Online Banking: Bank of Baroda offers internet banking services, allowing customers
to access their accounts, transfer funds, pay bills, and perform various banking
transac ons online.
 Mobile Banking: Bank of Baroda provides mobile banking apps that enable
customers to perform banking transac ons, check account balances, transfer funds,
pay bills, and more using their smartphones.
 Investment Products: The bank offers investment products like mutual funds, bonds,
and other wealth management solu ons to help customers grow their wealth over
me.
 Insurance: Bank of Baroda provides life insurance, health insurance, and other
insurance products to help customers mi gate financial risks and protect their
assets.
 Government Schemes: Bank of Baroda may also facilitate various government-
sponsored schemes such as Pradhan Mantri Jan Dhan Yojana (PMJDY), Pradhan
Mantri Mudra Yojana (PMMY), and other social security schemes.
  Salary Accounts: Bank of Baroda o en opens salary accounts under schemes in
collabora on with employers for their employees. These accounts usually come
with benefits such as zero balance requirements, preferen al interest rates on
loans, and special offers on banking products.
These are some of the common services provided by Bank of Baroda.
PICTURE OF ALUR BRANCH: