Project Report

On

A STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT WITH

SPECIAL REFERENCE TO ESAF SMALL FINANCE BANK AT
MAHARASHTRA LEVEL

Submitted to

SAVITRIBAI PHULE PUNE UNIVERSITY

In partial fulfillment for the award

of degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

RISHABH PARMATMA PANDEY

under the guidance of

Mr. Abhay Pathak

Through

S. P. Mandali's

Prin. N. G. Naralkar Institute of Career Development & Research, Pune-411030

2021-2023
Company Certificate
Institute Certificate
 Acknowledgment

I take this opportunity to express my deep gratitude to Mr. Abhay Pathak

Project Guide MBA (FINANCE) for their continuous encouragement, invaluable
guidance and help for completing the research I am also in debited to Director. Dr
Mahesh Abale from Pris N. G. Naralkar Institute of Career Development and
Research Institute. Without their valuable guidance and support, completion of the
project was impossible.

I take this opportunity as a privilege to anticulate my deep sense of gratefulness to

pursue this project. I would like to thank my head of department Dr. Sheetal
Deshmukh for providing me the opportunity to gain some practical knowledge about
various aspects required in carrying out the project.

I wish to express a special thanks to all the undergraduate students for being a part of
this research of MBA and also to the teaching and non-teaching staff members from
Prin N G. Naralkar Institute of Career Development and Research Institute for their
forever support Their encouragement and valuable guidance are gratefully
acknowledged I would like to acknowledge all my family members, relatives and
friends for their help and encouragement.

Thank you all once again

 DECLARATION

I hereby declare that the Project Report on A STUDY OF CUSTOMER

RELATIONSHIP MANAGEMENT WITH SPECIAL REFERENCE TO ESAF
SMALL FINANCE BANK AT MAHARASHTRA LEVEL.

" Is written and submitted by me to Prin N. G. Naralkar Institute of Career

Development and Research Institute, towards the partial fulfillment for the study of
MBA in year 2022-2023 is original work done by me, which is based on the
secondary data an it is based on the knowledge and material gained from various
sources.

The contents provided by me are true to my best knowledge and belief I further
declare that this project report has not been submitted to any other college or
University for any other degree or any course earlier.

Rishabh Parmatma Pandey

(MB21038)
 INDEX

Sr. No Topic Page No

Executive Summary

01 Introduction of Study

02 Company Profile

03 Objectives, Hypothesis (if any) & Scope of

the Study

04 Theoretical or Conceptual Background

05 Research Methodology

06 Data Analysis & Interpretation

07 Findings

08 Suggestions

09 Limitations

10 Conclusion

Bibliography
 EXECUTIVE SUMMARY

This report is about my internship program with ESAF small finance bank . In this
comprehensive report, have discussed about every major aspect of the bank, which I
observed and perceived during my internship program.
In this report you will find the detail about the bank right from its incorporation to the
current position. Along with it, the processes, policies and procedures of the bank are
also discussed in detail.
During my internship program, mainly worked in opening saving and current account
and sales of other more products, General Banking & Finance. All the departments
have been discussed in detail and all the policies and procedures have been described
thoroughly
As the main purpose of internship is to learn by working in practical environment and
to apply the knowledge acquired during the studies in a real world scenario in order to
tackle the problems using the knowledge and skill learned during the academic
process, In this report the detailed analysis of the organization has been done and all
the financial, technical, managerial and strategic aspects have been evaluated to
analyze the current position of the organization.
This internship report covers many important aspects which are basically related with
the operations and financial aspects of the bank.
In the end the learning and experiences section consists of all the policies, processes,
practices and procedures which I have undergone through and learned during my
internship program. This report also contains my perceptions about the employees’
satisfaction, motivation level and the working environment of the organization.
I have work with ESAF small finance bank specially product for like current account
and Saving account and Fixed Deposits for which I have collected data from working
customer open market as well as through

Reference given by exisiting customer. during the summer internship project. I Have
mat more than 100 customers and try to associated with ESAF BANK as valuable
customer so that I can serve them to meet the expection for their financial necessity.

I have worked with ESAF small finance bank specially at regional level at
MAHARASHTRA as MIS SHEET COORDINATOR and Cluster Head Assistant my
work was to update the MIS SHEET and EOD SHEET .

By the end of the day I was getting the lead information from the branch managers at
our official group or by mail .

I was also collecting the data from all the branches related to FIXED DEPOSITS ,
INACTIVE ACCOUNTS , LEADS ,MONTHLY TARGET , DAILY BASIS
TARGETS and PLAN FOR THE DAY .

I was Also Attending the Meetings with my Clusters and Branch Managers and
Collecting Minutes of the meeting .

I have Learned lot of things through out my time by my Cluster head and Branch
Manager and my whole team .

I have worked with many of the products and services provided by the bank and also
achieved my monthly target with my Reference .

I have also done work in Marketing , Sales And Operations Team .

 Chapter 1
Introduction
 Social Bank ESAF Small Finance Bank is not just a financial institution
working for the poor and the marginalized; instead it upholds the status of being a
social entity and has various policies, in alignment with the Triple Bottom Line
approach. Along with our promoters, we have a history of more than 25 years of
primarily serving the unserved and underserved, with a focus on financial inclusion.
Today, we are one of the leading Small Finance Banks in India, in terms of yield on
advances, AUM growth rate and share of retail deposits. We are the 5th Scheduled
Commercial Bank headquartered in Kerala and the first private bank to have received
a banking licence in the State since independence. Our Banking outlets provide a full
range of banking services including Savings and Current Accounts, Fixed Deposits,
Recurring Deposits, MicroFinance Loans, Retail Loans, and also Insurance Products.
As at September 30, 2020, we operate in 19 states and 2 union territory across India,
with operations in 483 Banking outlets. ESAF Small Finance Bank offers doorstep
services and is planning to appoint 10,000 agents for providing services at the
customer’s door. The agents will provide services such as account opening, banking
transactions and small- value loans. The Bank has already opened nearly 64 Retail
Bank Branches in Mumbai and New Delhi apart from other cities. Over the next five
years ESAF Small Finance Bank plans to open 450 branches across India.

After evaluating the contributions and significance of ESAF in the development of

rural and unreached segments of the nation, the Reserve Bank of India has been kind
enough to issue an in-principle license to ESAF Microfinance and Investments Pvt.
Ltd. to set up a new Small Finance Bank during October, 2015. After complying with
the licensing conditions prescribed by the Reserve Bank of India and in terms of the
RBI’s final license in November 2016, ESAF Small Finance Bank started the
commencement of business on 10th March 2017.ESAF Small Finance Bank is forging
ahead with an objective of “Fighting the Partiality of Prosperity” through
strengthening the people at the bottom of the pyramid with a customer base of 5.6
million. The business model of the Organization combined the unique methodology of
selecting and servicing customers at the front end with technology, processes and
disciplines of modern retail banking at the back end. We have had an excellent growth
and consolidation phase in the past few years. As on 31st March 2022, we have more
than 4100 employees.

Jacob Samuel, one of the co-founders, coined the name ESAF, which is an acronym
for Evangelical Social Action Forum.

ESAF is an established name in Microfinance, having launched our Micro Enterprises

Development (MED) program in 1995. Since then we have successfully expanded the
program across the country, bringing social and economic prosperity to several low
income and unbanked segments of society.

ESAF Small Finance Bank is not just a financial institution working for the poor and
the marginalized; instead it upholds the status of being a social entity and has various
policies, in alignment with the Triple Bottom Line approach. Along with our
promoters, we have a history of more than 25 years of primarily serving the unserved
and underserved, with a focus on financial inclusion. Today, we are one of the leading
Small Finance Banks in India, in terms of yield on advances, AUM growth rate and
share of retail deposits. We are the 5th Scheduled Commercial Bank headquartered in
Kerala and the first private bank to have received a banking licence in the State since
independence. Our Banking outlets provide a full range of banking services including
Savings and Current Accounts, Fixed Deposits, Recurring Deposits, MicroFinance
Loans, Retail Loans, and also Insurance Products. As at September 30, 2020, we
operate in 19 states and 2 union territory across India, with operations in 483 Banking
outlets. ESAF Small Finance Bank offers doorstep services and is planning to appoint
10,000 agents for providing services at the customer’s door. The agents will provide
services such as account opening, banking transactions and small- value loans. The
Bank has already opened nearly 64 Retail Bank Branches in Mumbai and New Delhi
apart from other cities. Over the next five years ESAF Small Finance Bank plans to
open 450 branches across India. Corporate Office: ESAF Bhavan, Mannuthy,
Thrissur, Kerala. 6 Sustainability Report 2020 In its transformation from a steering
development organization to a small finance bank, ESAF SFB ensured that there is
transparency in pricing and that the unlettered semi-literate customers are thoroughly
educated on loan products and services and are treated with dignity and respect.
Efforts are made to ensure that need based financial products and services are
developed from regularly which also significantly enhance their ability in coping with
risk and economic uncertainties. In 2017, with the launch of ESAF Small Finance
Bank, a new era in relationship banking came into being. ESAF SFB made robust
plans to include the semi-literate and illiterate clients in the digital revolution space
which created a high degree of loyalty towards group formations. ESAF Small
Finance Bank provided debit cards to 1.1 million semi-literate to illiterate customers
and they were to take advantage from using SMS alerts, Net Banking, Missed Call
Banking, and Mobile Banking facility. Availability of adequate and transparent credit
from ESAF SFB enabled the rural masses to boost their entrepreneurial spirit, thus
increasing outputs and adding to the prosperity of their local economy. ESAF SFB
proved a critical tool in bolstering the saving and thrift capacity among low-income
categories and enabling them with capability to meet unexpected emergencies. The
internal studies conducted at ESAF SFB demonstrates that those clients with low or
erratic incomes could benefit greatly from Bank’s financial tools aimed at the bottom
of the pyramid. Increase in productivity, financial savings, and taking advantage of
products such as pension coverage were some of the significant impacts.

The ESAF SFB model of inclusive financial development has provided greater
opportunity for people to improve their financial situation, prepare for the future, and
offset financial risk, much like traditional finance. New methods like ‘Growth
Through Bottom Up Governance’ developed by Shri K. Paul Thomas, aimed at
empowering poor and marginalized people has been studied and replicated at local,
regional and national levels. The value of the impact demonstrated through the scale
up was well communicated by a dedicated In 2017, with the launch of ESAF Small
Finance Bank, a new era in relationship banking came into being. ESAF SFB made
robust plans to include the semi-literate and illiterate clients in the digital revolution
space which created a high degree of loyalty towards group formations. team working
on Corporate Communication and Sustainable Banking which helped motivate peer
institutions, civil society organizations, Governments, International Investors to
partner with ESAF SFB. The lessons learnt informed and contributed to local area
development through building opportunities for financial inclusion. Leadership -
ESAF SFB’s Key Differentiator: The change brought through the platform of ESAF
SFB with Shri K. Paul Thomas at the helm of this organization also includes
significant contribution toward the achievement of Sustainable Development Goals.
28 long years in the inclusive development space enabled many to raise above the
poverty levels. This was achieved through curbing economic exploitation from
unorganized sectors sand creating conducive conditions for enhanced environmental
consciousness. Many of them mostly women entering into micro entrepreneurship,
contributes to the national GDP. Increased income levels have brought a change in
living standards and have created greater career choices for family members.

At ESAF Small Finance Bank, sustainable banking is a banking framework that

institutionalises its impact in three bottom lines – People, Planet and Prosperity –
through its products, processes and policies. With this approach, we built a foundation
for a suitable and regenerative economy. We have a Sustainable Banking Policy in
place, which is in line with our core values and business principles, business growth
and impact appetite. The Policy applies to the Bank and all its branches and
representative offices. It defines processes for the Bank to ensure that all transactions
are managed in accordance with its triple bottom line principles. In 2018, ESAF Small
Finance Bank becomes the first Indian bank to become a member of Global Alliance
for Banking on Values, a global organisation that promotes value based banking. This
membership is further testament to ESAF Bank’s commitment to use finance to
deliver sustainable economic, social and environmental development

MAINTAINING ENDURING RELATIONSHIPS WITH CUSTOMERS Our greatest

strength today is the trust posed by our customers. With strong local roots and close
ties to the rest of India, we serve more than 46 lakh customers, many of whom have
been with us for over 2 decades. A majority of our rural customers are first to bank,
ESAF Bank being their first bank account. Through our differentiated products and
services, we help customers build their lives, fulfil aspirations, and meet their
financial objectives on a solid financial foundation. Our retail branch banking team
ensures doorstep banking for senior citizens. On the Asset side, we provide doorstep
delivery to our Microbanking customers too. Our Business Correspondents visit the
customers’ doorstep to collect repayments. In addition, they undertake various credit
plus services such as entrepreneurship training programmes, financial literacy &
livelihood development programmes, and community engagement programmes

APPROACHES

1: Sustainable Livelihood Development

2: Environmental Stewardship Promotion

3: Corporate Social Responsibility

 Chapter 2
Company Profile
Company profile:

a) ESAF (EVANGLICAL SOCIAL ACTION FORUM) SMALL FINANCE

BANK

Shop No 10 Millenium Star Dolepatil Road Ghorpadi Pune

Maharashtra 411001

B) Mission: To provide responsive banking services to the underserved and

unserved households in India, facilitated by customer-centric products, high-quality
service and innovative technology.

Vision : To be India's leading social bank that offers equal opportunities for the
whole society through universal access and financial deepening, thus promoting
financial inclusion, livelihood, and economic development as a whole.

Slogen: “JOY of banking

Our Brand Promise To deliver the Joy of Banking through personalised, accessible,
safer and responsive services
EOD SHEET UPDATION

BRANCHES :

KHARADI (PUNE)

DP ROAD (PUNE)

NASHIK (PUNE)

OSMANABAD (SOLAPUR)

SANGLI (SOLAPUR)

KOLHAPUR (SOLAPUR)

SOLAPUR (SOLAPUR)

Product of bank
Ca (currennt account)
Sa (saving account)
Fd (fix deposit)
Rd (recurring deposit)
Pdc (platinum debit card )
Li( life insurance )
Gi (general insurance )
Apy ( atal pension yojna)
 C) Historical development of the company

K. Paul Thomas the Founder of ESAF. In 1995, he launched Micro Enterprises

Development (MED) services and it resulted in the formation of ESAF Microfinance
and Investments Pvnt. Ltd., in 2008, giving importance of financial component in
holistic economic development of the poor and marginalized. ESAF Microfinance and
Investments Pvt. Ltd. was one of the pioneers in establishing a formal and structured
form of lending through forming mutually trusted groups at the village level that
could not only bring financial sustainability but also reinforced the fact that ‘the poor
of our country are trustworthy’. In the remote and unbanked/under banked regions of
the country, ESAF could cultivate a culture of financial discipline and also improved
the workers participation rate as women too joined the workforce or started some
income generation activity that could financially support their household. Financial
literacy mission started by ESAF could not only bring know-how on how to spend
wisely but also secure the future. ESAF has adopted a unique social business strategy,
with a triple bottom line approach, emphasizing on People, Planet and Prosperity.

For every rupee invested in ESAF, studies by international agencies revealed that the
Social Return on Investment stood at Rs. 3.19.

Some of the other changes brought about by ESAF are women’s access to
employment, contribution to household income, access to and control over household
resources, participation in household financial decision-making etc.

ESAF could also gather a carbon offset of 20 million tonnes in the international
market.

D) Achievements of financial result :

Health Safety & Wellbeing Fair, Safe and Green Workplace ESAF Small Finance
Bank always Encourages and promotes a healthy and safe workplace that helps in
improving productivity, business performance, staff morale and increase employee
engagement. The ultimate objective of ESAF SFB is to provide a fair and transparent
structure that helps the Bank to retain and acquire the talent pool critical to building
competitive advantage and brand equity. ESAF SFB puts paramount importance to
maintaining safe workplace. It builds awareness of workplace hazards amongst its
employees. The potential mechanical hazards at ESAF SFB are those that arise from
the presence of vault, shredders in the workplace. Fire hazards are also identified as a
potential hazard. To mitigate these hazards, employees are made aware of safe
working practices. Equipment such as no smoking alarms, firefighting equipment
have also been installed.
 E) Product and services : ESAF Small Finance Bank has registered healthy
financials ever since its inception and has grown at 90% Year-on-Year in the last
year, much above the industry average.

Eleganza

Sr.Citizen

Pradham

Esteem

Royale

Mahilashree

Pragati

SB Regular

APY

LI

GI

Gold Loan

Lockers

FD

RD

Platinum Card

Personal Loan

Mortgages

Gold Loan OD
PRODUCTS AND ITS MBR (MINIMUM BALANCE REQUIRED)

CASA (CURRENT ACCOUNT & SAVING ACCOUNT)

CURRENT ACCOUNT AND ITS MBR (MINIMUM BALANCE

REQUIRED)

BASIC ACCOUNT 2500

CLASSIC ACCOUNT 10000

PREMIUM ACCOUNT 25000

DIAMOND ACCOUNT 50000

SAVING ACCOUNT AND ITS (MINIMUM BALANCE REQUIRED)

PRAGATI 3000

ELEGENZA 100000

ROYALEE 10000

MAHILASHREE 5000

SB REGULAR 2000

SALARY ACCOUNT 12000

PRADHAMAN 25000

ESTEEM 5000

SENIOR CITIZEN 2000

RATES AND MINIMUM BALANCE REQUIRED

RD (RECURRING DEPOSITS) = MINIMUM BALANCE 500 / INTEREST=6.5%

FD (FIXED DEPOSITS) = SENOIR CITIZEN = 8.5% FOR 999 DAYS

FOR NORMAL = 8% FOR 999 DAYS

SAVINGS ACCOUNT INTEREST :

UPTO 500000 = 4.00%
500000 TO 1500000 = 5.50%
ABOVE 1500000 = 6.50%

PDC ( PLATINUM DEBIT CARD ) :

NORMAL CARD = 188/ PER YEAR CHARGES AND BENEFIT OF RS 30000
PLATINIM CARD = 599 PER YEAR CHARGES AND BENEFITS OF RS 100000

LOCKERS :
SMALL SIZE = 1400+GST YEARLY
MEDIUM SIZE = 2500+GST YEARLY
BIG SIZE = 4000+GST YEARLY
F) organizational charts :

`
G) List Of Competitors of ESAF Small Finance Bank

Samasta Small Finance Bank

Sonata Finance

Fusion Micro Finance

H} Branches and offices of ESAF small finance bank

CITY BRANCH NAME

Pune Dhole Patil road

Pune Kharadi road

Dabholkar corner
Kolhapur
Sangli Om chambers

Nashik Data mandir chowk

Osmanabad Samasta colony

Solapur Jagdamba chowk

Our Strategies Expand geographical presence and penetrate deeper into existing
geographies The Bank has operations in 18 states and union territories. As at March
31, 2020, the Bank has 454 Branches, 311 ATMs and 12 business correspondent
entities. It intends to increase its distribution within the existing states and expand our
reach to new states by selectively opening additional Branches, ATMs, and entering
into relationships with new business correspondent entities. The Bank plans to open
branches in new states and union territories, predominately in North India and North
East India. Further, it intends to continue expanding presence in South India
(primarily outside of Kerala). The aim is to selectively open branches in urban and
semi-urban areas after considering district wise data from the RBI for certain
parameters, such as aggregate deposits, deposit growth, number of urban households,
households with banking access, share of PSU deposits and total NRI remittances,
including through exchange house. In the urban and semi-urban branches, focus is on
customer acquisition by servicing customers with cash dispensers, ATMs, and POS
terminals.
 Chapter 3
OBJECTIVES OF THE
STUDY
OBJECTIVES OF THE STUDY :

1: Banking and finance can be called as the nerves of any economic system as they
accelerate the process of economic development through canalization of adequate
finance. It is hard to anticipate development of efficient banking services in the
country. No doubt financial institutions play so important in economic development
but at the some time economic development. determines the growth and development
of banking institutions the role of various kind of banking institution. In economic
development need not be emphasized.

Main objective of the study is to "Critical appraisal of product & services offered by
ESAF SMALL FINANCE BANK." Some of the major objectives of the study include
the determination of the following:

1: To study the financial services of Esaf small finance bank.

2: To study the Process of Operations in Esaf small finance bank.

3: To analysis the performance of Esaf small finance bank with help of customer
feedback.

4: To study the various types of products and accounts in Esaf small finance bank.
 Chapter 4
Theoretical/Conceptual
Background
Customer relationship management

(CRM) is a process in which a business or other organization administers its

interactions with customers, typically using data analysis to study large amounts of
information.

CRM systems compile data from a range of different communication channels,

including a company's website, telephone, email, live chat, marketing materials and
more recently, social media. They allow businesses to learn more about their target
audiences and how to best cater for their needs, thus retaining customers and
driving sales growth. CRM may be used with past, present or potential customers. The
concepts, procedures, and rules that a corporation follows when communicating with
its consumers are referred to as CRM. This complete connection covers direct contact
with customers, such as sales and service-related operations, forecasting, and the
analysis of consumer patterns and behaviors, from the perspective of the
company. According to Gartner, the global CRM market size is estimated at $69
billion in 2020.

The concept of customer relationship management started in the early 1970s, when
customer satisfaction was evaluated using annual surveys or by front-line asking. At
that time, businesses had to rely on standalone mainframe systems to automate sales,
but the extent of technology allowed them to categorize customers in spreadsheets and
lists. One of the best-known precursors of the modern-day CRM is the Farley File.
Developed by Franklin Roosevelt’s campaign manager, James Farley, the Farley File
was a comprehensive set of records detailing political and personal facts on people
FDR and Farley met or were supposed to meet. Using it, people that FDR met were
impressed by his "recall" of facts about their family and what they were doing
professionally and politically. In 1982, Kate and Robert D. Kestenbaum introduced
the concept of database marketing, namely applying statistical methods to analyze and
gather customer data.[citation needed] By 1986, Pat Sullivan and Mike
Muhney released a customer evaluation system called ACT! based on the principle of
digital Rolodex, which offered a contact management service for the first time.

The trend was followed by numerous companies and independent developers trying to
maximize lead potential, including Tom Siebel of Siebel Systems, who designed the
first CRM product, Siebel Customer Relationship Management, in 1993.[9] In order
to compete with these new and quickly growing stand-alone CRM solutions, the
established enterprise resource planning (ERP) software companies like Oracle, SAP,
[10] Peoplesoft (an Oracle subsidiary as of 2005)[11] and Navision started extending
their sales, distribution and customer service capabilities with embedded CRM
modules. This included embedding sales force automation or extended customer
service (e.g. inquiry, activity management) as CRM features in their ERP.

Customer relationship management was popularized in 1997, due to the work of

Siebel, Gartner, and IBM. Between 1997 and 2000, leading CRM products were
enriched with shipping and marketing capabilities. Siebel introduced the first mobile
CRM app called Siebel Sales Handheld in 1999. The idea of a stand-alone, cloud-
hosted customer base was soon adopted by other leading providers at the time,
including PeopleSoft (acquired by Oracle), Oracle, SAP and Salesforce.com.

The first open-source CRM system was developed by SugarCRM in 2004. During this
period, CRM was rapidly migrating to the cloud, as a result of which it became
accessible to sole entrepreneurs and small teams. This increase in accessibility
generated a huge wave of price reduction. Around 2009, developers began
considering the options to profit from social media's momentum and designed tools to
help companies become accessible on all users' favourite networks. Many startups at
the time benefited from this trend to provide exclusively social CRM solutions,
including Base and Nutshell.[13] The same year, Gartner organized and held the first
Customer Relationship Management Summit, and summarized the features systems
should offer to be classified as CRM solutions. In 2013 and 2014, most of the popular
CRM products were linked to business intelligence systems and communication
software to improve corporate communication and end-users' experience. The leading
trend is to replace standardized CRM solutions with industry-specific ones, or to
make them customizable enough to meet the needs of every business. In November
2016, Forrester released a report where it "identified the nine most significant CRM
suites from eight prominent vendors".
 Types

Strategic

Strategic CRM concentrates upon the development of a customer-centric business

culture.[18]

The focus of a business on being customer-centric (in design and implementation of

their CRM strategy) will translate into an improved CLV.

Operational

The primary goal of CRM systems is integration and automation of sales, marketing,
and customer support. Therefore, these systems typically have a dashboard that gives
an overall view of the three functions on a single customer view, a single page for
each customer that a company may have. The dashboard may provide client
information, past sales, previous marketing efforts, and more, summarizing all of the
relationships between the customer and the firm. Operational CRM is made up of 3
main components: sales force automation, marketing automation, and service
automation.

 Sales force automation works with all stages in the sales cycle, from initially entering
contact information to converting a prospective client into an actual client. It
implements sales promotion analysis, automates the tracking of a client's account
history for repeated sales or future sales and coordinates sales, marketing, call centers,
and retail outlets. It prevents duplicate efforts between a salesperson and a customer
and also automatically tracks all contacts and follow-ups between both parties.

 Marketing automation focuses on easing the overall marketing process to make it

more effective and efficient. CRM tools with marketing automation capabilities can
automate repeated tasks, for example, sending out automated marketing emails at
certain times to customers, or posting marketing information on social media. The
goal with marketing automation is to turn a sales lead into a full customer. CRM
systems today also work on customer engagement through social media.

 Service automation is the part of the CRM system that focuses on direct customer
service technology. Through service automation, customers are supported through
multiple channels such as phone, email, knowledge bases, ticketing portals, FAQs,
and more.

Analytical

The role of analytical CRM systems is to analyze customer data collected through
multiple sources and present it so that business managers can make more informed
decisions. Analytical CRM systems use techniques such as data mining, correlation,
and pattern recognition to analyze the customer data. These analytics help improve
customer service by finding small problems which can be solved, perhaps by
marketing to different parts of a consumer audience differently. For example, through
the analysis of a customer base's buying behavior, a company might see that this
customer base has not been buying a lot of products recently. After scanning through
this data, the company might think to market to this subset of consumers differently,
to best communicate how this company's products might benefit this group
specifically.

Collaborative

The third primary aim of CRM systems is to incorporate external stakeholders such as
suppliers, vendors, and distributors, and share customer information across
groups/departments and organizations. For example, feedback can be collected from
technical support calls, which could help provide direction for marketing products and
services to that particular customer in the future.
Customer Relationship Importance:

Every company today sees customers as their biggest priority and the benefits of
doing so are greater forever. So, it comes as no surprise that businesses are finding
ways to improve and main customer relations.
It’s a known fact that to get and retain customers, it’s important to build customer
relationships. But the question is who is supposed to do that? The answer is everyone.
It’s the job of everyone in the company—right from the person manning the gates to
the CEO.
Maintaining good relationships means everything in business and everyone involved
in the business has equal responsibility toward customers. Customer relationship is as
old as business itself and having a strong working relationship with customers is
possible only through trust and transparency.
Developing a product can take months or years— but that’s not the only challenge for
a company. The hardest part is selling it to customers and that determines how good
or bad you are at customer relations. Today’s customers are well-read, well-traveled,
and have more knowledge about products and services than in the past and their focus
is everywhere, not just of the product you’re selling.
So when you are selling them a product or service, they will not just look at what you
are selling, but also at how you are selling and how you treat them after the sale.
There’s a massive shift that has happened across every stage of customer behavior
and as a company, it’s our priority to develop excellent customer relations. This
means companies will have to invest in customer service to meet the rising demand of
the customers as well as to ensure that customers are retained.

There are three ways to nurture customer relationships:

1. The Marketer’s Perspective

Marketing is the first department that interacts with customers. This department does
everything to generate interest in the product or services that your company develops.
The marketing department leverages its familiarity and awareness of the business to
inform and convince the customers and future customers. As a matter of fact, any
information that the marketing department puts out acts as a potential opportunity to
build a relationship with customers. And this is because customers respond to your
communication. So it is important to keep the communication right with the
customers every single time. The more your marketing team shows focused marketing
targeting the customer’s needs and concerns, the more you’ll be seen as having better
customer relationships.
In order to create right and positive impressions, your marketing department must
have two-way communication with customers. Your marketing department must also
develop messages that your company as a leader and expert in its segment. This way
people will recognize your company as credible and worthy of having a relationship.
This will also lead to better deal closing and more revenues.

2. From The Sales Perspective

The sales team comes next in your company to deal with the customers and often
benefit from the hard work put in by the marketing side. However, the sales team has
to build its network of customer relationships and not rely on the relationship built by
the marketing side or anyone else in the company. While the marketing side generates
leads, it’s the sales department that does the actual selling, hence the sales department
needs to be equally responsible for developing and maintaining customer relationship.
The sales team has to show customer-centric behavior and assure the customers that
they are buying the best goods or service money can buy.

3. From The Customer Service Perspective

After the marketing and sales department, it’s the customer service that plays a major
role in customer relationships. Take the instance of your company’s social media
profile. Customer service plays an important role in keeping your brand active and
alive in front of online customers answering queries and helping solve issues. How
and what they do is what matters more because dealing with customers is no easy task
and not all customers are the same. How the customer service behaves will decide
how your company gets customer relationship right.
Whoever deals with customers must remember that customer service is very crucial in
creating and maintaining customer relationships. This includes professionalism at all
stages, displaying a personal interest in customers, and being at-hands for solving
customer problems both online and offline. While it’s easy to get customers, getting
them to come back to you can be tough, especially if there’s little or no customer care.
Businesses don’t run on emotion. It requires deep thinking and logic to run business
and the same rule applies to customer relationships. That’s why it is important to
show commitment to customer relationship right from the start and at every step of
the way.
It takes a lot to build customer relationships. It’s a gradual process and takes time.
Customer relationship is as important to a business as personal relationships are to us.
When businesses develop strong relationships with their customers, it not only leads
to better business but also leads to loyal customers.
Across the world, businesses thrive on building customer relationships to grow. If you
want to improve your customer relationship, then you must give them a reason to
come to you and stay forever.
At Goavega, we have carefully nurtured customer relations and have followed global
best practices in dealing with our customers in order to ensure that their work is done
satisfactorily and on time, every time. The relationships built over the years have
given us the confidence and strength to move ahead.
ADVANTAGES

 Better Knowledge of Customers: Customer Relationship Management is a

customer-centric technique. The main focus of CRM technique is on the
customers of Business. It helps businesses to acquire all required information
of customers. This information is then stored and used for understanding
customer behavior.

 Retain More Customers: It not only focuses on understanding and serving

the existing customers of businesses. CRM aims at acquiring more and more
customers for businesses. It targets to increase the customer base & retain
them for the long term. Through CRM, a communication channel is developed
between customers and business which acquires all information regarding
customers.

 Better Segmentation: CRM enables businesses in the proper segmentation of

market audiences in a systematic way. It collects and supplies all required
information regarding potential customers which helps in classifying them
according to their interests and criteria. CRM helps in creating groups of
audience according to categories and thereby planning specific customer
marketing campaigns.
 Minimizes Cost: Cost-effective is one of the major advantages of CRM to
business. It helps in reducing cost associated with several processes in many
ways. Firstly it reduces all the paperwork involved in different processes. All
data is stored digitally on the database. Also, it reduces the manual work to be
 done in businesses. This leads to a decrease in staff requirements for manual
work.

 Enhance Corporate Image: A good image in market is a dream for every

business. Business having a good reputation enjoys several benefits in market.
Customers get easily attracted to these brands. A good image of company also
helps it in acquiring funds from the market. The image of a business is created
by its customers. Customers when treated well & satisfied properly, they will
definitely spread the good word about the business.

 Increase Business Growth: CRM has an effective role in increasing the

profits & turnover of business. Through it, businesses increase their return on
investment. CRM helps in creating more and more loyal customers for the
long term. These all loyal customers do repeat purchases and increase the
revenue of the business. Large revenues collected helps businesses in
increasing their size.
 Controls Customer Defection Rate: Retaining customers is one of the major
challenges for every business. In today’s competition customers are more
frequently shifting from one product to another. CRM helps businesses in
retaining and maintaining long term relationships with its customers. CRM
provides all information about the market to business. A complete idea about
customers’ needs and expectations is acquired which helps in serving them in
a better way.
DISADVANTAGES

 Costly: Implementation of CRM system requires huge cost to be spent by the

business. CRM software are too costly as it came with different price packages
as per the needs of organizations. It increases the overall expenses of business
and may not be suitable for small businesses.

 Training: For proper functioning of CRM, trained and qualified staff is

required. It takes a huge cost and time for providing training to employees
regarding CRM systems. They need to learn and acquire information regarding
CRM software for a proper understanding of it. All this takes large efforts both
in terms of money and time on the part of the organization.

 Security Issues: Another major drawback with CRM is the insecurity of data
collected and stored. All of the data collected is stored at one centralized
location which has a threat of being lost or hacked by someone. Employees
may add inaccurate data or manipulate figures leading to wrongful planning.

 Eliminates Human Element: CRM has eliminated the involvement of humans

as it works on a fully automated system. Whole Data is collected and processed
automatically through CRM software. A company relationship with its
customers can be properly managed through direct interaction between peoples
and its staff. Loss of human touch may cause customers to shift anywhere else
thereby reducing sales and revenue.

 Third Party Access: CRM data can be obtained and misused by other parties.
There have been many cases where web hosting companies take and sells CRM
data to the third party. Various sensitive data about customers may get into the
wrong hands and cause loss to peoples.
CUSTOMER ACQUISITION
Customer acquisition management is a set of techniques used to manage customer
prospects and inquiries generated by marketing. Customer acquisition management
can be considered the connection between advertising and customer relationship
management to acquire new customers.

Customer acquisition management has similarities to lead management. Sometimes

missing from lead management definitions, but always included in customer
acquisition management, is a closed-loop reporting system. Such a reporting system
typically allows the organization to quantify the effectiveness of results of various
promotional activities. This allows organizations to realize continuous improvements
in both promotional activities and customer acquisition systems. Like lead
management, customer acquisition management \creates an orderly architecture for
managing large volumes of customer inquiries, or leads.
STRATEGIES

1. Design from your customer in. Give and take just the minimum information you
need, remembering that the customer will be on a small screen, with touchscreen
input, and a lot of distractions. Personalize the experience and make offers that not
only resonate with them but also demonstrate how well you understand them.

2. Leverage pre-fill and validation services. Optimize the new experience for
customers, thinking about how to save them time and hassle. For a mobile customer,
pre-fill as much as possible from internal systems, using an API-based service layer to
adapt the data. Use APIs to connect to outside address lookup and aggregation
services, in order to eliminate error-prone data input. And never ask for the same
information twice, especially if the customer is not “new to bank”.

3. Generate and nurture leads. When someone abandons an application for a

banking product, it doesn’t always mean they’re not interested. Life can get in the
way. So, generate and nurture leads from incomplete applications.

4. Minimize fields and ask why? Eliminate unnecessary fields. Ask yourself if a
field is really needed. For example, asking for someone to enter and then confirm
their email address takes time and can be difficult from a mobile device. Determine
what info you really want to know and get rid of the rest

5. Use data to continuously improve. Use behavioral analytics to identify key

customer friction points. Identify where their activities stall, incur errors, or drop off/
abandon. Then rapidly iterate, making small, incremental changes and measure the
improvements over time.
History of ESAF

ESAF Small Finance Bank (formerly known as ESAF Microfinance and Investments
Private. Ltd.) is an Indian small finance bank providing banking services and small
loans to the underbanked. It was founded as a small finance bank in March 2017.
ESAF Microfinance started its operations as an NGO in 1992 as Evangelical Social
Action Forum. Before becoming a bank, ESAF was a non-banking finance company
and microfinance institution (NBFC-MFI), licensed by the Reserve Bank of India
(RBI) and headquartered in Thrissur city of Kerala.

Experience The Joy of Banking ESAF Small Finance Bank (ESAF SFB) the new age
social bank continues to redefine the banking experience to all the stakeholders. We
primarily focus on expanding the banking horizon to new unbanked/underbanked
area, yet we stand as a bank for all with presence in urban, semi urban, rural and rural
unbanked areas. ESAF started its journey as an NGO during the year 1992, with a
larger vision of sustainable and holistic transformation of the poor and the
marginalized. The success of Grameen Bank in Bangladesh reinforced the vision of
Shri. K. Paul Thomas the Founder of ESAF. In 1995, he launched Micro Enterprises
Development (MED) services and it resulted in the formation of ESAF Microfinance
and Investments Private. Ltd., in 2008, giving importance of financial component in
holistic economic development of the poor and marginalized. ESAF Microfinance and
Investments Private. Ltd. was one of the pioneers in establishing a formal and
structured form of lending through forming mutually trusted groups at the village
level that could not only bring financial sustainability but also reinforced the fact that
‘the poor of our country are trustworthy’. In the remote and unbanked/under banked
regions of the country, ESAF could cultivate a culture of financial discipline and also
improved the workers participation rate as women too joined the workforce or started
some income generation activity that could financially support their household.
Financial literacy mission started by how to spend wisely but also secure the future.
ESAF has adopted a ESAF could not only bring know-how on unique social business
strategy, with a triple bottom line approach, emphasizing on People, Planet and
Prosperity.
The following are some of the highlights -

a. For every rupee invested in ESAF, studies by international agencies revealed

that the Social Return on Investment stood at Rs. 3.19.
b. Some of the other changes brought about by ESAF are women’s access to
employment, contribution to household income, access to and control over
household resources, participation in household financial decision-making etc.
c. ESAF could also gather a carbon offset of 20 million tonnes in the
international market.

deposit scheme, as the name suggests, stands for a social cause, through which, the
Bank provides the customers an opportunity to be a part in economic development of
the bottom of the pyramid. As an Small Finance Bank After evaluating the
contributions and significance of ESAF in the development of rural and unreached
segments of the nation, the Reserve Bank of India has been kind enough to issue an
in-principle license to ESAF Microfinance and Investments Private. Ltd. to set up a
new Small Finance Bank during October, 2015. After complying with the licensing
conditions prescribed by the Reserve Bank of India and in terms of the RBI’s final
license in November 2016, ESAF Small Finance Bank started the commencement of
business on 10th March 2017.ESAF Small Finance Bank is forging ahead with an
objective of “Fighting the Partiality of Prosperity” through strengthening the people at
the bottom of the pyramid with a customer base of 5.6 million. The business model of
the Organization combined the unique methodology of selecting and servicing
customers at the front end with technology, processes and disciplines of modern retail
banking at the back end. We have had an excellent growth and consolidation phase in
the past few years. As on 31st March 2022, we have more than 4100 employees.
Scheduled Bank with NRE Status During its past two years of existence, the RBI has
permitted the Bank to start NRE (Rupee) Account Operations in June 2018. ESAF
Small Finance Bank has got Reserve Bank of India approval for the inclusion in the
second schedule of the RBI Act 1934 within two years of its commencement of
operations and hence the Bank became a Scheduled Bank with effect from 27th
December 2018.Operational Highlights As on 31st March 2022 ESAF Small Finance
Bank has 575 banking outlets spread across 21 States and 2 Union Territories. The
Bank offers a host of modern banking services like ATMs, Debit Card, Safe Deposit
Lockers, Internet banking, Mobile Banking, Agent banking, SMS banking, RTGS,
NEFT, CTS etc. The door step delivery services, Free video calling facility at
branches and Hrudaya Deposit Scheme are some of the exclusive features offered by
ESAF Small Finance Bank. A unique deposit scheme of ESAF Small Finance Bank,
namely Hrudaya organization it strives for financial peace by bridging the gap
between the haves and the have-nots.

Background ESAF Small Finance Bank Limited (“the Bank”) is a public limited
company incorporated on 5 May 2016 in India after receiving in principle approval
from Reserve Bank of India (“RBI”) to establish a small finance bank in the private
sector under section 22 of the Banking Regulation Act, 1949 on 16 September 2015.
The bank received the license from the Reserve Bank of India on 18 November 2016
and commenced its banking operations from March 10, 2017. As per RBI Approval,
the name of the Bank is included in the Second Schedule to the Reserve Bank of India
Act, 1934 w.e.f 12 November 2018. The bank provides Micro, retail and corporate
banking, para banking activities such as debit card, third party financial product
distribution, in addition to Treasury and permitted Foreign Exchange Business. The
Bank is in process of listing pursuant to resolution passed by Board of Directors on 23
December 2019 to list its Equity shares in BSE Limited and National Stock Exchange.
The Bank has filed Draft Red Herring Prospectus (DRHP) for Initial Public Offer
(IPO) with Securities and Exchange Board of India (“SEBI”) on 6 January 2020 and
obtained final observations vide their letter dated 20 March 2020.

Rich Legacy of more than a Quarter of a Century Along with our promoters, we have
a history of more than 25 years of primarily serving the unserved and underserved,
with a focus on financial inclusion. Today, we are one of the leading Small Finance
Banks in India, in terms of yield on advances, AUM growth rate and share of retail
deposits. We are the 5th Scheduled Commercial Bank headquartered in Kerala and
the first private bank to have received a banking licence in the State since
independence.
During the year, the core values upon which the Bank has been built, continued to
guide us. With these values embedded deeply into our culture, we operate our
business responsibly, taking into account social and environmental factors. Today, we
are proud to be one of India's leading small finance banks in terms of yields on
advances, increasing assets under management (AUM), and our growing share of
retail deposits in the total liability book.

Today, our business model focusses on the principles of responsible banking and
provides customer-centric products & services through the extensive application of
technology. Our retail and Microbanking services enable our customers to build
sustainable livelihoods.

On 11 March 1992, K. Paul Thomas, along with Mereena Paul and a few friends,
started ESAF in a small house in Mannuthy named Little.] Jacob Samuel, one of the
co-founders, coined the name ESAF, which is an acronym for Evangelical Social
Action Forum. At inception, ESAF had five life members, seven annual members and
eight honorary members. ESAF society was registered under the Travancore Cochin
Literary, Scientific and Charitable Societies Registration Act. The initial president
was Itty Mathew; J. Danabai was the vice president, Thomas was the secretary,
supported by Samuel as joint secretary and Arun Ramakrishnan as treasurer.

ESAF started lending in 1995 as the first microfinance company in Kerala. It became
ESAF Small Finance Bank after receiving the first banking license in Kerala since
independence.

On 17 March 2017, Pinarayi Vijayan, the Chief Minister of Kerala officially

inaugurated ESAF Small Finance Bank at Thrissur, Kerala. By August 2017, the bank
had 3,750 employees, 284 branches, and a presence in 11 states.[2]

In March 2018, a year after its launch, the bank had expanded to 4,000 employees and
400 branches, with ₹2,200 crore (US$297 million) in deposits and ₹4,200 crore
(US$567 million) in loans.

ESAF Small Finance Bank received RBI approval to operate as scheduled bank in
December 2018, making the Thrissur-based bank the fifth scheduled bank from
Kerala. This will reduce the bank's cost of funds, while increasing the bank's ability
and obligation to provide services.[9] The bank's net profit increased to ₹190.39 crore
in the 2019-2020 financial year from ₹90.28 crore the previous year.[10][11]

On 26 March 2020, the bank received approval from SEBI for issuing its ₹976
crore initial public offering.
 CHAPTER 5

RESEARCH AND

METHODOLOGY
 TYPE OF RESEARCH

Research is one of the most important parts of any study and pertains to the collection
of information and knowledge. Marketing research is defined as the systemane
design, collection, analysis, and reporting of data and findings relevant to a specific
marketing situation facing the company. My project has been developed in has basis
of both exploratory and descriptive research. The research process depends upon
developing the most efficient plan for gathering the needed information. Designing a
research plan calls fro decisions on the data sources, research approaches, research
instruments, sampling pain, and contact methods

SAMPLE SIZE AND METHOD OF SELECTING

SAMPLE.

Data Source

For this project secondary data were valuable sources of information.

Secondary data

Secondary data provides a starting point for any research and offers valuable- sources
of already existing information, Secondary data are the easiest to gather and the cost
of collecting this data is also very low. For my project work it was collected through
the help of various directories of various associations, magazines, newspapers,
websites etc. The directories helped me in short lising people, for my target people.
Some Sources of Secondary Data :

 Books, journals, or other print media

 Social media monitoring, internet searches, and other online data
 Sales figures or other reports from third-party companies
 Libraries and electronic filing systems
 Sales reports
 HR filings
 Annual accounts
 Quarterly sales figures
 Customer relationship management systems
 Emails and metadata
 Website cookies
 CHAPTER 6
DATA ANALYSIS
& INTERPRETATION
 ANALYSIS and INTERPRETATION provide answers to the research
questions postulated in the study.
 ANALYSIS means the ordering, manipulating, and
 summarizing of data to obtain answers to research questions. Its purpose is to
reduce data to intelligible and interpretable form so that the relations of
research problems can be studied and tested.
 INTERPRETATION gives the results of analysis, makes inferences pertinent
to the research relations studied, and draws conclusions about these relations.


 BRANCH WISE NO OF USERS OF SAVING, CURRENT & FD
CUSTOMERS

BRANCH NAME SAVING A/C CURRENT A/C FIXED

DEPOSITS

DP ROAD 300 100 250

KHARADI 250 88 105

NASHIK 100 20 10

OSMANABAD 300 200 200

SANGLI 105 50 15

KOLHAPUR 256 20 40

SOLAPUR 180 35 40

NO OF USERS
350

300

250

200

150

100

50

0
DP ROAD KHARADI NASHIK OSMANABAD SANGLI KOLHAPUR SOLAPUR

SAVING A/C CURRENT A/C FD

INTERPRETATION : In the above mentioned chart we can see the highest and
lowest users of the saving , current and fixed deposits customers DP and
OSMANABAD are highest in Savings , and FD .
CHOICE OF ESAF BANK

NO OF RESPONDENT

GOOD SERVICE RATE OF INTEREST EASY DOCUMENTATION

WIDE NETWORKING NONE

SR.NO PARTICULARS NO OF

RESPONDENT

1 GOOD SERVICE 24

2 RATE OF INTEREST 18

3 EASY 17
DOCUMENTATION

4 WIDE NETWORKING 13

5 NONE 05

INTERPRETATION : In the above mentioned pie chart we can see the choices of
bank from the customers the high no goes to
 SR.NO PARTICULARS NO OF %
RESPONDENT
1 HIGH 31 62
2 NORMAL 18 36
3 LOW 1 03
TOTAL 50 100

LOW
2%

NORMAL
36%
HIGH
NORMAL
HIGH
62% LOW

INTERPRETATION : the above pie chart shows that 62% customer fill that the rate
of interest is high , 36% customer fill the rate is normal , & 2% fill that it is low .
It depends on the perception of the customer.
 CUSTOMER CHOICE OF ESAF BANK
SR.NO PARTICULARS NO OF
RESPOINDENT
1 GOOD SERVICE 24

2 RATE OF INTEREST 18

3 EASY DOCUMENTATION 17

4 WIDE NETWORKING 13

5 NONE 05

INTERPRETATION : the above graph shows that most the customer prefers the esaf
bank on the basis of the good service.
GROWTH OF DISBURSEMENT OF ESAF HOME LOAN AT
ESAF BANK

YEAR DISBURSEMENT (IN Crs )

2015-2016 15.94

2016-2017 17.69

2017-2018 18.87

2018-2019 21.49

DISBURSEMENT OF HOME LOAN

25

20

15

10

0
2015-2016 2016-20147 2017-2018 2018-2019

Series 1 Column1 Column2

INTERPRETATION : the above chart shows that every year increases home loan
disbursement
THINGS THAT ATTRACTED CUSTOMERS TO ESAF

IMAGE SERVICE PRODUCT

PERCENTAGE 25% 65% 10%

ESAF BANK
70%

60%

50%

40%

30%

20%

10%

0%
IMAGE SERVICE PRODUCT

IMAGE Column1 Column2

INTERPRETATION :
In the above graph x axis is image, service and product and on Y axis percentage.
In which people are attracted to SERVICE as its have a competitive in the market
whereas s and the new products or the existing product are 25% and 10%
> In this graph they come out with a firm percentage where they are strong to be in
this competitive market.
PRODUCT USED BY ESAF CUSTOMERS

NAME ESAF%
SAVING A/C 30
CURRENT A/C 20
LOAN 10
INSURANCE 10
FIXED DEPOSIT 30

ESAF

FIXED DEPOSIT SAVING A/C

INSURANCE
CURRENT A/C
LOAN

SAVING A/C CURRENT A/C LOAN INSURANCE FIXED DEPOSIT

INTERPRETATION
In the above graph x axis is accounts ESAF have and Y axis indicates percentage
In this people are most attracted towards the SAVING & FD and low at LOAN &
INSURANCE
Whereas in this fixed deposit and saving account is the most of 30% and
Current account is 20% and loan and insurance is 10%
Importance of data analysis and interpretation in research
According to LeCompte and Schensul, analysis of data in research is a process that is
used by researchers for reducing data to a story and interpreting it to derive insights.
The data analysis process helps in decreasing a large chunk of data into smaller
fragments, which makes sense.
some issues with data analysis in research
There are many issues that researchers should be aware of with respect to data
analysis. Some of those issues are as follows.

Having the necessary skills to analyze

Simultaneously selecting data collection methods and appropriate analysis
Drawing unbiased conclusion
Unsuitable subgroup analysis
Lack of clearly defined and objective outcome calculation
Providing honest and exact analysis
Data recording process
Split up ‘text’ when analyzing qualitative data
accuracy, authenticity and Validity
CHAPTER : 7
FINDINGS
FINDINGS

. The bank has good relation with its customers. The customers are very satisfied with
the relationship manager service provided by ESAF SMALL FINANCE BANK .

 The bank and its customers have a long term relationship. ESAF Bank has the
tendency to retain its customers at any cost. They believe that the old customer
is more profitable instead of a new one that's why they try to maintain good
and long term relations to their customers.
 Less no. of customer use mobile banking or net banking
 . The accounts of Esaf bank (both salary & saving) provide great flexibility in
terms of offering
 The Esaf bank has good no. of branches and ATM's that's why it has more
case of access.
 The customers of Esaf Bank are satisfied with their savings and salary
Accounts
 It also gives high rates of interest on fixed deposits of senior citizen as well as
normal
 CHAPTER: 8
SUGGESTIONS
 ESAF Small Finance Bank (formerly known as ESAF Microfinance and
Investments Pvt. Ltd.) is an Indian small finance bank providing banking
services and small loans to the underbanked. It was founded as a small finance
bank in March 2017. ESAF Microfinance started its operations as an NGO in
1992 as Evangelical Social Action Forum. Before becoming a bank, ESAF
was a non-banking finance company and microfinance institution (NBFC-
MFI), licensed by the Reserve Bank of India (RBI) and headquartered in
Thrissur city of Kerala.

 ESAF Bank needs to promote and encourage people to use internet banking.
 In terms of ease of access ESAF Bank needs to increase the number of ATM's.
 The Bank should be more flexible to compete with its competitors like HDFC,
ICICI , KOTAK .
 Mostly benefit class people lean toward the ESAF bank in the correlation of
business and understudies and different class people along these lines it needs
to advance its item and administrations that are offered predominantly for the
business class individuals and understudies.

CHAPTER: 9
CONCLUSION
Much is changing in the banking landscape with regulation, technology
demograpines, customer expectations, greater competition and issues with banks own
legacy business and operating kneels. The challenges are clear, even if the karate
endgame is not

The contemplate primarily was on the chem intodaction that how they think what they
need from their banks and how they take choice heading off to any bank

In this examination I found that the obligation of ESAF Bank with its clients is great
since ESAF Bank essentially centers around holding their clients.

This consider finds that anyway ESAF Bank is the main restricted area bank however
its huge scope of item and accessibility of choices ingave it one of the banks in India

The bank should give careful consideration on giving updates and should expand the
level of administration giving because the contenders of ESAF are better around there

The bank should attempt to expand the utization of innovation like versatile and net
managing an account among its clients.
CHAPTER: 10
LIMITATIONS
LIMITATIONS OF STUDY

 It is newly formed bank so it is not much well known in the market and makes
difficulty to make customers aware about the bank .
 Due to banks policy I didn’t get much data and inner information and also
there was no data collected from employees.
 Somewhere problem for respondent from customers.
 The consider depended on an exceptionally unobtrusive example measure thus
can't be called as a portrayal of the perspectives and conclusion of the larger
part
 In quickly evolving industry, examination on multi day or in one fragment can
change rapidly. The natural changes are essential to be considered to absorb
the discoveries
 To convince the people for a proper interviewing process is also difficult
 Compilation of data on competitor's analysis was difficult due to non-
availability of connect information.

BIBLIOGRAPHY
I have taken the help from the following websites

WEBSITES:

www.esafbank.com
en.m.wikipedia.org
www.bankersonline.com
www.E-Banking.com

Books:

Official magazine
PDFs

PERSON :

Our Branch Manager : Rohit Kamble Sir

Our Teller : Shubham Girimkar Sir
Project Guide : Abhay Pathak Sir
ANNEXURE
1: ABBREVIATIONS
ABBREVIATIONS:

EOD – End Of The Day

DOP – Day Operating Plan

MBR –Minimum Balance Required

MIS – Management Information System

ESAF –Evangelical Social Action Forum

MED – Micro Enterprises Development

APY – Atal Pension Yojana

CASA – Current account Saving account

LI – Life Insurance

GI – General Insurance

PDC – Platinum Debit Card

NBFC – Non-Banking Financial Company

MFI – Micro Finance Institutions

DRHP – Draft Red Herring Prospectus

IPO – Initial Public Offering

FD – Fixed Deposit

RD – Recurring Deposit
 NO OF
RESPONDEN
T

GENDER MALE 25

FEMALE 20

OCCUPATIO GOVT 5
N SERVICE

PRIVATE
20
SER
15
BUSINESS
5
OTHERS

EDUCATION HIGH 20
SCHOOL

GRADUATIO
20
N
5
POST
GRADUATIO
N

ANNUAL LESS THAN 10

INCOME 100000

100000 TO
5
200000

200000 TO
300000 10

300000 TO 10
400000

MORE THAN
10
400000

TYPES OF SAVING 35
ACCOUNT
CURRENT 10
There was 45 Respondent to My survey due to that I have made this table and
was physically survey to the customers .