If ICICI, an Indian private bank, the retail banking market occurred in the 1990s with little IT infrastructure, capital and know-how, Retail, few had expected it to succeed. Public sector banks, 75 percent of the deposits were dominated by the retail banking market and foreign giants had the market for high-net-worth individuals living in major cities across India cornered. With a strategy to provide credit to the middle class, abolish annual fees, and enter into partner … Read more »

If ICICI, an Indian private bank, the retail banking market occurred in the 1990s with little IT infrastructure, capital and know-how, Retail, few had expected it to succeed. Public sector banks, 75 percent of the deposits were dominated by the retail banking market and foreign giants had the market for high-net-worth individuals living in major cities across India cornered. With a strategy to provide credit to the middle class, abolish annual fees, and enter into partnerships with major retailers, ICICI quickly proved the skeptics wrong. Revenue per employee grew to over $ 9 million compared with about $ 3 million to the Bank of India and Standard Chartered something under $ 160,000. The high position as the number one scored by Vaidyanathan, ICICI head of retail, and his team. Their progressive initiatives were concentrated experience in the development of new products and the improvement of consumer service. As the financial crisis of 2008-2009 tripled the percentage of non-performing assets in the Indian banking industry had Vaidyanathan plan, ICICI would like to take to the new environment and maintain market leadership.
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from
Arunaditya Sahay
Shilpi Jain,
Vineet Kapoor
Source: University of Hong Kong
28 pages.
Release Date: 24, June 2011. Prod #: HKU935-PDF-ENG
ICICI Bank Credit Card: Journey to Asian HBR case management solution

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