EXECUTIVE SUMMARY In accordance with the resource project the topic chosen identify thecorporate target market (current

account) and Costumers perceptionof in JAIPUR city.I n t h i s r e s e a r c h t h e b e g i n n i n g o f t h e p r o j e c t i s t h e a s s i s t a n c e o f various tools, techniques and information belong to the subject.This research has been identified that there are no dependent and independed various which effecting the topic and problem relatively.The problem identified the corporate target market (curren t account)a n d C o s tu me r s p e r c e p t i o n i n J AI P U R c i t y a n d e f f e c t a p a r t i c u l a r consumer has been described in this research..H e n c e t o o b s e r v e t h e p r o b l e m r e l a t e d r e s p o n s e a c c o r d i n g t o t h e questionnaire many of the person queered.It is close ended question asked so the respondent field for thecognizance which is beneficial for me and company. OBJECTIVE Different objective behind conducting this projecto Identifying Customer satisfactions. o Customer Orientation towards Features available inHDFCBank Current Account products. o Listing of the product preferences in Current Account. o Recommendation on Market potential ForHDFC Bank inCurrent Account. Content table S. No. Contents Page No. 1 I n t r o d u c t i o n o f . . 6 2 Banking sector introduction 7-133 Company profile.. 14-364 List of company products 37-475

p r o j e c t

Research objective 486 Research Methodology. 49-537 Data collection & Data analysis 54-558 Findings. 56-639 Conclusion. 6410 Recommendation and Suggestion 65-6611 Limitation of study 6712 Annexure 68 Questionnaire.Bibliography

INTRODUCTION The project was carried out for understanding the c u s t o m e r b e h a v i o r i n C u r r e n t Account of HDFC Bank JAIPUR branch and its market potential. HDFC Bank wase s t a b l i s h e d i n t h e y e a r 1 9 9 4 , t h e y a r e o l d p l a y e r in banking sector, The bank has twoprinciple client segments customer and asset management.The bank follows valuessuch as Integrity, teamwork, respect, professionalism, & Mission. The segment of bank we are considering here is - Corporate banking. The product out of which havec h o s e n f o r r e s e a r c h i s C u r r e n t Accounts.This research helps us in finding out t h e customers view regarding the product and Services offered by the HDFC bank anda w a r e n e s s b y p r o m o t i o n a n d a l s o i d e n t i f y i n g t h e t h e m a r k e t p o t e n t i a l o f t h e product offered by the HDFC bank . ABOUT THE PROJECT The project was carried out in Jaipur city with an objective of knowing satisfactionlevel of customer with bank services and do customers are aware about the differenttypes of Current Account with various schemes, Services and different o ffers provide by thebank. The total sample size taken was one thousand (100) from various market of the Jaipur. The research shows that the market potential for the bank is very goodand so many customers are not aware of the services provided by the bank which arenot provided by other banks. On t h e o t h e r h a n d w e h a v e a l s o t h e e x i s t i n g c u s t o m e r s of HDFC Bank who are satisfied with the working style of bank, but wantcontinuous updates about the new service schemes and other products of bank. Theywant that ba nk should

do promotional activity as Advertising. So that they can beupdated while seating at home. The researcher used the method of questionnaire toknow all feedback which is listed above. Banking sector profile Banking in India originated in the first decade of 18th century. The first banks were TheGeneral Bank of India, which started in 1786, and Bank of Hindustan, both of which aren o w d e f u n c t . T h e o l d e s t b a n k i n e x i s t e n c e i n I n d i a i s t h e S t a t e B a n k o f I nd i a , w h i c h originated in the "The Bank of Bengal" inCalcutta in June 1806. This was one of the threepresidency banks, the other two being theBank of Bombayand theBank of Madras. Thepresidency banks were established under charters from theBritish East India Company.T h e y m e r g e d i n 1 9 2 5 t o f o r m t h e I m p e r i a l B a n k o f I n d i a , w h i c h , u p o n I n d i a ' s independence, b e c a me t h e S t a t e B a n k o f I n d i a . Fo r ma n y y e a r s t h e Pr e s id e n c y b a n ks acted as quasi-central banks, as did their successors. TheReserve Bank of Indiaformallytook on the responsibility of regulating the Indian banking sector from 1935. After India'sindependence in 1947, the Reserve Bank was nationalized and given broader powers.A couple of decades later, foreign banks such asCredit Lyonnaisstarted theirCalcutta operations in the 1850s. At that point of time, Calcutta was the most active trading port,ma i n l y d u e t o t h e t r a d e o f t h e British Empire, a n d d u e t o w h i c h b a n ki n g a c t i v i t y t o o k roots there and prospered. EARLY HISTORY The first fully Indian owned bank was theAllahabad Bank , established in 1865. However,at the end of late-18th century, there were hardly any banks in India in the modern senseof the term. At the time of theAmerican Civil War, a void was created as the supply of cotton toLancashirestopped from the Americas. Some banks were opened at that time tof i n a n c e i n d u s t r y , i n c l u d i n g s p e c u l a t i v e t r a d i n g i n c o t t o n . W i t h l a r g e e x p o s u r e t o speculative ventures, most of the banks opened in India during that period failed. The d e p o s i t o r s l o s t mo n e y a n d l o s t i n t e r e s t i n ke e p i n g d e p o s i t s w i t h b a n ks . Subsequently, banking in India remained the exclusive domain of Europeans for next several decadesuntil the beginning of the 20th century. Structure of the organized banking sector in India. Numbers of banks are inbrackets.

A t t h i s t i me , t h e I n d i a n e c o n o my w a s p a s s i n g t h r o u g h a r e l a t i v e p e r i o d o f s t a b i l i t y . Around five decades have elapsed since theIndia's First war of Independence,and thesocial, industrial and other infrastructure have developed. At that time there were verys m a l l b a n k s o p e r a t e d b y I n d i a n s , a n d m o s t o f t h e m w e r e o w n e d a n d o p e r a t e d b y particular communities.The presidency banks dominated banking in India. There were also some exchange banksand a number of Indian joint stock banks. All these banks operated in different segmentso f t h e e c o n o my . T h e e x c h a n g e b a n ks , mo s t l y ow n e d b y E u r o p e a n s , c o n c e n t r a t e d o n financing foreign trade. Indian joint stock banks were generally under capitalized andlacked the experience and maturity to compete with the presidency and exchange banks.This segmentation let Lord Curzon to observe, " I n r e s p e c t o f b a n k i n g i t s e em s w e a r e b e h i n d t h e t im e s . W e a r e l i k e s om e o l d f a s h i o n e d s a i l i n g s h i p , d i v i d e d b y s o l i d w o o d e n bulkheads into separate and cumbersome compartments." B y t h e 1 9 0 0 s , t h e ma r ke t e x p a n d e d w i t h t h e e s t a b l i s h me n t o f b a n ks s u c h a s Punjab National Bank , in 1895 in Lahore andBank of India, in 1906, inMumbai- both of whichwere founded under private ownership. Punjab National Bank is the first Swadeshi Bank founded by the leaders like Lala Lajpat Rai, Sardar Dyal Singh Majithia. TheSwadeshi movement in particular inspired local businessmen and political figures to found banks of and for the Indian community. A number of banks established then have survived to thepresent such asBank of India,Corporation Bank , Indian Bank ,Bank of Baroda, Canara Bank and Central Bank of India. FROM WORLD WAR I TO INDEPENDENCE The period during theFirst World War(1914-1918) through the end of theSecond World War( 1 9 3 9 1 9 4 5 ) , a n d t w o y e a r s t h e r e a f t e r u n t i l t h e independenceo f I n d i a w e r e challenging for Indian banking. The years of the First World War were turbulent, and itt o o k i t s t o l l w i t h b a n ks s i mp l y c o l l a p s i n g d e s p i t e t h e Indian economygaining indirect boost due to war-related economic activities. At least 94 banks in India failed between1913 and 1918 as indicated in the following table : YearsNumber of banksthat failedAuthorized capital(Rs. Lakhs)Paid-up Capital(Rs. Lakhs)

1 9 1 3 1 2 2 7 4 3 5 1 9 1 4 4 2 7 1 0 1 0 9 1 9 1 5 1 1 5 6 5 1 9 1 6 1 3 2 3 1 4 1 9 1 7 9 7 6 2 5 1 9 1 8 7 2 0 9 1 POST-INDEPENDENCE Thepartition of Indiai n 1 9 4 7 a d v e r s e l y i mp a c t e d t h e e c o n o mi e s o f PunjabandWest Bengal, paralyzing banking activities for months. India'sindependencemarked the end of a regime of theLaissez-fairefor the Indian banking. TheGovernment of Indiainitiatedmeasures to play an active role in the economic life of the nation, and the Industrial PolicyResolution adopted by the government in 1948 envisaged amixed economy. This resultedi n t o g r e a t e r i n v o l v e me n t o f t h e s t a t e i n d i f f e r e n t s e g me n t s o f t h e e c o n o my i n c l u d i n g banking and finance. The major steps to regulate banking included: I n 1 9 4 8 , t h e Reserve Bank of India, India's central bank i n g a u t h o r i t y , w a s nationalized, and it became an institution owned by the Government of India.

In 1949, the Banking Regulation Act was enacted which empowered the ReserveBank of India (RBI) "to regulate, control, and inspect the banks in India." T h e B a n ki n g Re g u l a t i o n Ac t a l s o p r o v i d e d t h a t n o n ew b a n k o r b r a n c h o f a n e x i s t i n g b a n k ma y b e o p e n e d w i t h o u t a l i c e n s e f r o m t h e R B I , a n d n o tw o b a n ks could have common directors.However, despite these provisions, control and regulations, banks in India except the State Bank of India, continued to be owned and operated by private persons. This changed withthe nationalization of major banks in India on 19th July, 1969. NATIONALISATION By the 1960s, the Indian banking industry has become an important tool to facilitate thedevelopment of theIndian economy.At the same time, it has emerged as a large employer,and a debate has ensued about the possibility to nationalize the banking industry.Indira Gandhi, thethenPrime Minister of Indiaexpressed the intention of theGOIin the annualconference of the All India Congress Meeting in a paper entitled "Stray thoughts on Bank Nationalisation." The paper was received with positive enthusiasm. Thereafter, her movewas swift and sudden, and the GOI issued an ordinance and nationalisedthe 14 largestcommercial banks with effect from the midnight of July 19,1969.Jayaprakash Narayan, anational leader of India, described the step as a "masterstroke of political sagacity." Withintwo weeks of the issue of the ordinance, theParliamentpassed the Banking Companies(Acquition and Transfer of Undertaking) Bill, and it received thepresidentialapproval on9th August, 1969.A second dose of nationalisation of 6 more commercial banks followed in 1980. The statedreason for the nationalisation was to give the government more control of credit delivery.With the second dose of nationalisation, the GOI controlled around 91% of the banking business of India. Later on, in the year 1993, one of the nationalised banks, namely,New Bank of Indiawas merged with Punjab National Bank. It was the first and only merger of a Nationalised Bank into a Nationalised Bank, resulting in the reducing the number of Nationalised Banks from 20 to 19.After this, until the 1990s, the nationalised banks grew at a pace of around 4%, closer tothe average growth rate of the Indian economy. LIBERALISATION

I n t h e e a r l y 1 9 9 0 s t h e t h e n N a r s i mh a Ra o g o v e r n m e n t e m b a r k e d o n a p o l i c y o f liberalisationa n d g a v e l i c e n c e s t o a s ma l l n u mb e r o f p r i v at e b a n ks , w h i c h c a me t o b e known as New Generation tech-savvy banks , which included banks such as Global TrustBank (the first of such new generation banks to be set up)which later amalgamated withOriental Bank of Commerce,UTI Bank (now re-named asAxis Bank ),ICICI Bank andHDFC Bank . This move, along with the rapid growth in theeconomy of India, kickstartedthe banking sector in India, which has seen rapid growth with strong contribution from allthe three sectors of banks, namely, government banks, private banks and foreign banks.The next stage for the Indian banking has been setup with the proposed relaxation in thenorms for Foreign Direct Investment, where all Foreign Investors in banks may be givenvoting rights which could exceed the present cap of 10%,at present it has gone up to 49%with some restrictions.The new policy shook the Banking sector inIndiacompletely. Bankers, till this time, wereused to the 4-6-4 method (Borrow at 4%;Lend at 6%;Go home at 4) of functioning. Thenew wave ushered in a modern outlook and tech-savvy methods of working for traditionalbanks.All this led to the retail boom in India. People not just demanded more from theirbanks but also received more. CURRENT SITUATION Currently (2007), banking in India is generally fairly mature in terms of supply, productrange and reach-even though reach in rural India still remains a challenge for the privatesector and foreign banks. In terms of quality of assets and capital adequacy, Indian banksare considered to have clean, strong and transparent balance sheets relative to other banksin comparable economies in its region. The Reserve Bank of India is an autonomous body,with minimal pressure from the government. The stated policy of the Bank on the IndianRupee is to manage volatility but without any fixed exchange rate-and this has mostly beentrue.W i t h t h e g r o w t h i n t h e I n d i a n e c o n o m y e x p e c t e d t o b e s t r o n g f o r q u i t e s o m e t i m e - especially in its services sector-the demand for banking services, especiallyretail banking,mortgages and investment services are expected to be strong. One may also expect M&As,takeovers, and asset sales.In March 2006, the Reserve Bank of India allowed Warburg Pincus to increase its stake inKotak Mahindra Bank (a private sector bank) to 10%. This is the first time an investor has been allowed to hold more than 5% in a private sector bank since the RBI announcednorms in 2005 that any stake exceeding 5% in the private

sector banks would need to bevetted by them.Currently, India has 88 scheduled commercial banks (SCBs) - 27 public sector banks (thati s w i t h t h e Government of Indiaholding a stake)after merger of New Bank of India inPunjab National Bank in 1993, 29 private banks (these do not have government stake; theymay be publicly listed and traded on stock exchanges) and 31 foreign banks. They have acombined network of over 53,000 branches and 17,000ATMs. According to a report byICRA Limited, a rating agency, the public sector banks hold over 75 percent of total assetso f t h e b a n ki n g i n d u s t r y , w i t h t h e p r i v a t e a n d f o r e i g n b a n ks h o l d i n g 1 8 .2 % a n d 6 .5 % respectivelyIntroduction of many more products and facilities in the banking sector in its reforms measure. In 1991, under the chairmanship of M Narasimham, a committee was set up byh i s n a m e w h i c h w o r k e d f o r t h e l i b e r a l i z a t i o n o f b a n k i n g p r a c t i c e s . The country is flooded with foreign banks and their ATM stations. Efforts are being put togive a satisfactory service to customers. Phone banking and net banking is introduced. Theentire system became more convenient and swift. Time is given more importance thanmoney. COMPANY PROFILE COMPLETE NAME OF THE COMPANY T h e H o u s i n g Development Finance Corporation Limited (HDFC B a n k Ltd.)BUSINESS OBJECTIVE T h e p r i ma r y o b j e c ti v e o f HDFCi s t o e nh a n c e residential housing stock in thecountry through the provision of housing finance in a systematic and p r o f e s s i o n a l manner, and to promote home ownership. Another objective is to increase the flow o f r e s o u r c e s t o the housing sector by integrating the housing f i n a n c e s e c t o r w i t h the overall domestic financial markets. ORGANISATIONAL GOALS HDFC's main goals are to( a ) D e v e l o p c l o s e relationships with individual households,(b) Maintain its position as the premier housing finance institution in thecountry,(c) Transform ideas into viable and creative solutions,(d) Provide consistently high returns to shareholders, and(e) To grow through diversification by leveraging off the existing client base SLOGANWe Understand Your World

HISTORICAL DEVELOPMENT OF THE COMPANY The Housing Development Finance Corpor a t i o n L i m i t e d ( HDFC) w a s amongst the first to receive an 'in principle' approval from the Reserve Bank of I n d i a ( R B I ) t o s e t u p a b a n k i n t h e p r i v a t e s e c t o r , a s p a r t o f t h e R B I ' s liberalisation of the Indian Banking Industry in 1994. The bank was incorporatedi n Aug us t 1 9 94 i n the name of ' HDFC Bank Limited', with its registered office inMumbai, India. HDFC Bank commenced operations as a Scheduled CommercialBank in January 1995. BUSINESS FOCUS HDFCi s I n di a ' s p r e mi e r h o u s i ng fi n a nc e c o mp a n y and enjoys an impeccablet r a c k r e c o r d i n I n d i a a s well as in international markets. Since its inception in1977, the Corporation has maintained a co n s i s t e n t a n d h e a l t h y g r o w t h i n i t s operations to remain the market leader in mortgages. Its outstanding loan portfoliocovers well over a million dw e l l i ng u n i ts . HDFCha s d e v e l o p e d s i g ni f i c a n t expertisei n r e t a i l m o r t g a g e l o a n s t o d i f f e r e n t m a r k e t s e g m e n t s a n d a l s o h a s a l a r g e co rporate client base for its housing related credit facilities. With its experience inthe financial markets, a strong market reputation, large shareholder b a s e a n d u n i q u e c o n s u m e r f r a n c h i s e , HDFCw a s i d e a l l y positioned to promote a bank in theIndian environment. CAPITAL STRUCTURE The authorised capital of HDFC Bank is Rs.450 crore (Rs.4.5 billion). Thep a i d - u p c a p i t a l i s R s . 3 1 1 . 9 c r o r e ( R s . 3 . 1 b i l l i o n ) . T h e HDFCG r o u p

holds 22.1% of the bank's equity and about 19.4% of the equity is held by the ADS Depository (inrespect of the bank's American Depository Shares (ADS) Issue). Roughly 31.3% of the equity is held by Foreign Institutional Investors (FIIs) and the bank has about190,000 shareholders. The shares are listed on the The Stock Exchange, Mumbai and the National Stock Exchange. The bank's American Depository Shares arelisted on the New York Stock Exchange (NYSE) under the symbol "HDB". D I S T RI B UT I O N N E T W O R K HDFC BANK HDFC Bank is headquartered in Mumbai. The Bank at present has an enviablenetwork of over 761 branches spread over 327 ci ties across India. All branchesare linked on an online real-time basis. Customers in over 120 locations are alsoserviced through Telephone Banking. The Bank's expansion plans take into accountthe need to have a presence in all major industrial and commercial centres where itscorporate customers are located as well as the need to build a strong retail customerbase for both deposits and loan products. Being a clearing/settlement bank tovarious leading stock exchanges, the Bank has branches in the centres where theNSE/BSE have a strong and active member base.The Bank also has a network of about over 1977 net worked ATMs across these cities. Moreover, HDFC Bank 's ATM network can be accessed by all domestic andinternational Visa/MasterCard, Visa Electron/Maestro, Plus/Cirrus and AmericanExpress Credit/Charge cardholders. TIMESBANK AMALGAMATION In a milestone transaction in the Indian banking industry, Times Bank Limited (anothernew private sector bank promoted by Bennett, Coleman & Co./Times Group) was mergedwith

HDFC Bank Ltd., effective February 26, 2000. As per the scheme of amalgamationapproved by the shareholders of both banks and the Reserve Bank of India, shareholdersof Times Bank received 1 share of HDFC Bank for every 5.75 shares of Times Bank. Theacquisition added significant value to HDFC Bank in terms of increased branch network,e x p a n d e d g e o g r a p h i c r e a c h , e n h a n c e d c u s t o m e r b a s e , s k i l l e d m a n p o w e r a n d t h e opportunity to cross-sell and leverage alternative delivery channels. MANAGEMENT Mr. Jagdish Capoor took over as the bank's Chairman in July 2001. Prior to this, Mr.Capoor was a Deputy Governor of the Reserve Bank of India.The Managing Director, Mr. Aditya Puri, has been a professional banker for over 25years, and before joining HDFC Bank in 1994 was heading Citibank's operations inMalaysia.The Bank's Board of Directors is composed of eminent individuals with a wealth of experience in public policy, administration, industry and commercial banking. Seniorexecutives representingHDFCare also on the Board.Senior banking professionals with substantial experience in India and abroad head variousbusinesses and functions and report to the Managing Director. Given the professional expertise of the management team and the overall focus on recruiting and retaining thebest talent in the industry, the bank believes that its people are a significant competitivestrength. TECHNOLOGYHDFC Bank operates in a highly automated environment in terms of informationtechnology and communication systems. All the bank's branches have online connectivity,which enables the bank to offer speedy funds transfer facilities to its customers. Multi-branch access is also provided to retail customers through the branch network andAutomated Teller Machines (ATMs). C e n t r a l i z e d P r o c e s s i n g U n i t s D e r i v e d E c o n o m i e s o f S c a l e E l e c t r o n i c S t r a i g h t T h r o u g h ProcessingReduced Transaction CostD a t a W a r e h o u s i n g , C R M I m p r o v e c o s t

e f f i c i e n c y , C r o s s sellI n n o v a t i v e T e c h n o l o g y A p p l i c a t i o n P r o v i d e n e w o r s u p e r i o r products The Bank has made substantial efforts and investments in acquiring the best technologyavailable internationally, to build the infrastructure for a world class bank. The Bank'sbusiness is supported by scalable and robust systems which ensure that our clients alwaysget the finest services we offer. 2001 expertise of the management team and the overall focus on recruiting and retaining thebest talent in the industry, the bank believes that its people are a significant competitivestrength. TECHNOLOGYHDFC Bank operates in a highly automated environment in terms of informationtechnology and communication systems. All the bank's branches have online connectivity,which enables the bank to offer speedy funds transfer facilities to its customers. Multi-branch access is also provided to retail customers through the branch network andAutomated Teller Machines (ATMs). C e n t r a l i z e d P r o c e s s i n g U n i t s D e r i v e d E c o n o m i e s o f S c a l e E l e c t r o n i c S t r a i g h t T h r o u g h ProcessingReduced Transaction CostD a t a W a r e h o u s i n g , C R M I m p r o v e c o s t e f f i c i e n c y , C r o s s sellI n n o v a t i v e T e c h n o l o g y A p p l i c a t i o n P r o v i d e n e w o r s u p e r i o r products The Bank has made substantial efforts and investments in acquiring the best technologyavailable internationally, to build the infrastructure for a world class bank. The Bank'sbusiness is supported by scalable and robust systems which ensure that our clients alwaysget the finest services we offer. 2001

2005 The Bank has prioritized its engagement in technology and the internet as one of its keygoals and has already made significant progress in web-enabling its core businesses. Ineach of its businesses, the Bank has succeeded in leveraging its market position, expertiseand technology to create a competitive advantage and build market share. Branches 43%ATM 40%Phone Banking14%Internet 2%Mobile 1%Branches 17%ATM 45%Phone Banking12%Internet 25%Mobile 1%