Batch 2022 - 24

FINAL PROJECT-MBA-II

NAME:-RITIKA DASGUPTA

ROLL.NO:-MBA22H39

UID NO:-2022-1905-0001-0007

COMPANY NAME:-IDFC BANK

PRODUCT NAME: FIRST SELECT

1
Contents
A)Sector Information ................................................................................................................................ 5
1.Sector Definition .................................................................................................................................. 5
2.Categories of Sector ............................................................................................................................. 5
3.Sector GDP Contribution ..................................................................................................................... 5
4.Sector CAGR and forecasting.............................................................................................................. 5
5.Sector Growth factor:........................................................................................................................... 5
6.Growth/Degrowth pattern of Sector pre & post-pandemic .................................................................. 7
B)PorteR’s 5 force model .......................................................................................................................... 9
C)PESTLE Analysis .................................................................................................................................. 11
D)SWOT Analysis of Sector ..................................................................................................................... 14
E)COMPANY INFORMATION .................................................................................................................. 14
1.Company Founded & Founder Details .............................................................................................. 14
2.History of company: .......................................................................................................................... 16
3.Company Vision & Mission: ............................................................................................................. 17
4.SWOT Analysis of Company: ........................................................................................................... 17
F)Marketing ............................................................................................................................................. 19
G)STP:....................................................................................................................................................... 22
H)Market Mix ........................................................................................................................................... 24
I)SWOT Analysis of Product / Service ..................................................................................................... 27
J)PLC-PRODUCT LIFE CYCLE:................................................................................................................. 31
FINANCE ................................................................................................................................................. 32
1.Analyze and Interpretation of Balance Sheet between years 2020 and 2021 .................................... 32
2.CURRENT-ASSETS ......................................................................................................................... 32
3.Analyze and Interpretation of profit & loss of the IDFC FIRST BANK(2020 AND 2021).............. 34
4.Analyse and Interpret the CASH FLOW statement of IDFC FIRST BANK:- .................................. 36
5.Calculation of P/E ratio of company and the industry: -................................................................ 36
5.1P/E RATIO .................................................................................................................................. 37
5.2Calculation of Liquidity Ratio ..................................................................................................... 37
5.3Calculation of Profitability Ratio ................................................................................................. 38
5.4 Calculation of Solvency Ratio .................................................................................................... 38
5.5 Calculation of Turnover Ratio .................................................................................................... 38
6.Competitor Analysis Of The Company ............................................................................................. 39
7.Subsidiaries, Joint Ventures Of The IDFC FIRST BANK ................................................................ 39
8.Conference Call And The Summarisation Of IDFC First Bank ....................................................... 39
9.DU-PONT ANALYSIS ..................................................................................................................... 40
10.EXTEENAL CREDIT RATING OF IDFC FIRST BANK ............................................................. 40
11.DEPRICIATION POLICY , INVENTORY VALUATION AND DIVIDEND POLICY OF IDFC
FIRST BANK ....................................................................................................................................... 40
HUMAN RESOURCE MANAGEMENT................................................................................................ 41

2
 1.ORGANIZATION STRUCTURE OF IDFC FIRST BANK ............................................................ 41
2.Organizer culture and ethics .............................................................................................................. 42
3.Recruitment and Selection Process for IDFC First Bank- ................................................................. 42
4.Selection process- .............................................................................................................................. 43
5.Describe employer branding of the organization ............................................................................... 43
6.Analyze the background verification process of the organization ..................................................... 45
7.Design onboarding formalities and documents required for joining ................................................. 45
8.Background Verification Process- ..................................................................................................... 46
9.Documents Required for New Jonnies .............................................................................................. 46
10. Candidate Engagement Process ...................................................................................................... 46
11.Training Method for FINANCE MANAGER: ................................................................................ 46
12.Training Process or Model Finance Manager in Bajaj IDFC First Bank ......................................... 47
13.PMS PROCESS IN BAJAJ IDFC FIRST BANK-..................................................................................... 50
14.Employee benefit in Bajaj IDFC First Bank .................................................................................... 53
15.Analyse Rewards and Recognition of the Organization .................................................................. 54
16.Statutory benefits in Bajaj IDFC First Bank- .................................................................................. 54
17.HRIS Software tool used in organization- ........................................................................................ 54
CONCLUSION: ....................................................................................................................................... 55

3
EXECUTIVE SUMMARY:

The Indian financial industry is constantly developing toward a more contemporary and
effective financial system that supports increased investment and inclusive economic growth.
The Commercial Bank, scheduled banks, non-bank financial institutions, microfinance
institutions, insurance firms, cooperative banks, credit rating organisations, and the stock
exchange make up India's financial system. A commercial bank is one that focuses on lending
and depositing money to private and business customers in both wholesale and retail banking.
Other services frequently offered include private banking, custody and guarantees, bank and
credit cards, cash management and settlement, and trade finance.
The Infrastructure Development Finance Company is the full name of IDFC. An Indian
financial organisation called IDFC provides financial and advisory services to businesses
involved in asset management, infrastructure, and investment banking. Incorporated in 1997,
IDFC. The bank provides services to both corporate and individual clients in India, especially
those in the infrastructure industry, which IDFC has focused on since its foundation in 1997.
The bank also wants to serve rural residents and independent contractors. The first bank in India
to introduce an Aadhaar-linked cashless merchant solution is IDFC Bank.
IDFC Bank is having varied number of products I D F C FIRST BANK CARDS
1. FIRST Millennia
Credit Card
2. FIRST Classic
Credit Card
3. FIRST Select
Credit Card
4. FIRST Wealth
Credit Card
5. Debit Cards
6. Co-branded cards

IDFC FIRST Bank provides a clean, ethical, and growth-oriented work culture where employees feel
inspired and energised every day by being a part of a larger, more meaningful mission.

4
 A)Sector Information

1.Sector Definition
Companies that offer a variety of these financial products or services fall under the
industry umbrella name of "banking, financial services, and insurance," or BFSI. This
includes companies operating in one or more of these financial industries as well as
universal banks that provide a range of financial services. BFS is made up of smaller
financial organisations including mutual funds, commercial banks, insurance
companies, cooperatives, non-banking financial institutions, and commercial banks.
The banking segment of BFSI may include any or all of the following: cards, retail,
private, corporate, investment, and core banking. Financial services include things like
stock trading, mutual funds, and payment gateways. Insurance protects against both life
insurance and general insurance. Businesses that handle data processing, application
testing, and other technical/professional services connected to information technology
(IT), information technology-enabled services (ITES), and business process
outsourcing typically use this expression (BPO)

2.Categories of Sector
BFSI Comprises of:
• Commercial banks
• Insurance companies
• Non-banking financial companies
• Cooperatives
• Pension funds
• Mutual funds
• Other smaller financial entities

3.Sector GDP Contribution

The BFSI sector has a contribution of 16% to the Indian GDP, which as per reports to become
25% 2022.

4.Sector CAGR and forecasting

A recent survey suggests that the Banking, Financial Services, and Insurance (BFSI) business in India
will experience enormous year-over-year growth of 27 percent in February 2022 and 34 percent in
January 2022, exceeding pre-pandemic levels. After declining by 26% the prior year, the industry's
demand for workers has increased this year (Feb 2020 vs Feb 2021).

5.Sector Growth factor:

A huge change is coming, but the banking, financial services, and insurance (BFSI) industry is
ready. Modern banking and financial innovations like omnichannel banking, artificial
intelligence, and blockchain-powered financial services are revolutionising BFSI operations by
putting clients at the centre of their current and future aspirations.

5
The following five variables are significantly altering the Indian BFSI industry:

1. Banks For Payments And Partnerships With Fintech

The RBI's concept of Payments Banks (PB) aims to digitise India's cash-based economy and
advance financial inclusion. PBs are prepared to have a long-term economic impact in India by
collaborating with Fintech companies and investing in Fintech. By eliminating middlemen from
the value chain, PBs significantly lower transaction costs.

Furthermore, PBs are not vulnerable to the problems that modern technology often presents for
traditional banks. As a result, they are quite likely to react quickly to changing consumer and
market trends. PBs can access a far wider spectrum of the value chain because of their
exceptional mobility, which enables them to include clients whose needs traditional banks are
unable to satisfy.

2. Cognitive Analytics And AI

Machine learning and cognitive analytics are the contemporary instruments enabling
information discovery and data-driven decision making across all industry sectors. With the
data at the centre, these technologies process and analyse it to extract useful information from
enormous, complex databases. The purpose of AI technology is to "bridge the gap between the
aim of Big Data and the reality of practical decision-making."

Given its wealth of data, the BFSI sector is the ideal setting for cognitive analytics. Cognitive
systems can provide helpful insights from unstructured data by combining Predictive Analytics,
Machine Learning, and Deep Learning (business data, industry reports, financial news, etc.).
These insights can be used by BFSI companies to tailor services to their customers and target
markets.

3. Blockchain

Although blockchain technology is still somewhat new, it has already had an influence on the
BFSI sector. Global bank Santander forecasts that by 2022, banks will be able to save US$ 15-
20 billion annually thanks to Blockchain-based innovations.

Blockchain technology has a lot of potential to revolutionise the banking and financial sectors,
according to the Reserve Bank of India. Two key players in the Indian BFSI sector, Axis Bank
and ICICI, have shown a strong interest in experimenting with blockchain technology. For
instance, the "Thought Factory" project from Axis Communications.

The bank is looking into possible blockchain uses in collaboration with business owners.
Because reciprocity is crucial for successful Blockchain deployments, banks are encouraging
collaboration not only among themselves but also with Fintech firms..

4. Robotic Process Automation

The goal of RPA technology is to duplicate tasks that humans perform using simple rule-based
procedures. In order to accurately reproduce the activities in the same way as a human working
across many apps would, RPA systems can connect with one another at the user interface level
6
of the application. RPA is very versatile, affordable, and easy to use. RPA has so far
contributed to the growth of the BFSI sector. Here are three arguments in favour of this claim:
• RPA has enhanced customer experience for insurance and annuity businesses by "indexing"
turnarounds with digital interaction and minimising inbound calls. • RPA has helped
international investment banks solve the issue of case backlogs by enhancing case handling
productivity.

• RPA improves financial data accuracy by reducing manual errors.

5. Cyber Security
Anything that has been digitalized is prone to cyber risks and assaults. The BFSI sector is
comparable. Cyber hazards can materialise at any time and from any location, but what makes
them the most dangerous is their ongoing development and evolution.
Nearly all banks now have their own distinctive digital wallet that offers a wide range of
services and capabilities, as they battle for a portion of India's enormous smartphone user
market. Despite how easy they are, digital wallets are highly susceptible to phishing attempts,
intrusion attacks, fraudulent KYCs, and incorrect software modification by authorised users.
To counter these sophisticated cyber risks, the RBI has ordered all banks to provide EMV chip-
based cards. Using a three-step authentication process (card authentication, cardholder
verification, and transaction), EMV chip cards facilitate safeguard financial transactions.

6.Growth/Degrowth pattern of Sector pre & post-pandemic

The banking, financial services, and insurance (BFSI) sector in India has experienced
remarkable growth over the past few months, rising by 27% in February 2022 compared to the
7
same month the year before, according to online recruitment marketplace Monster.com.

According to a press release from Monster.com, the industry had a 26% reduction in growth
from the previous year. This is a positive development trend, the website added, noting that
skilled individuals are in high demand in the business.

The platform attributed the rise of the banking and financial sector in India to the quick uptake
of digital payments and the use of technologies like blockchain, machine learning, and artificial
intelligence.

"Thanks to the increased adoption of digitalization and cutting-edge technology, recruiters now
have more choices, which finally paved the ground for a rebound in the industry.

Growth in BFSI

When the COVID-19 crisis hit India in March 2020, the BFSI industry only experienced
growth of 10%, down from a gain of 29% in February. According to the statement, the
pandemic, which had a substantial impact on industry operations internationally in April 2020–
May 2021, prompted a gradual reduction in hiring plans in the BFSI sector.
"Nevertheless, the industry bounced back and has demonstrated a consistent growth trend since
June 2021, when a positive 7% increase in the intention to hire was reported. The demand for
professionals increased by 22% year over year in July 2021, showing that this need was
continuously increasing "Monster.com declared.
According to the article, the demand for skill in the industry is booming right now.

8
 B)PorteR’s 5 force model
Threat of New Entrants:

Between 1977 and 2002, 215 new banks averaged opening each year, according to the FDIC1,
despite the regulatory and capital requirements of starting a new bank. Given the amount of
new banks that enter the market each year, the threat of new entrants ought to be very severe.
However, due to mergers and bank failures, the average number of banks falls by around 253
every year2. Trust is one of the key reasons for this and may be the biggest entry hurdle for the
banking industry.
Because the sector deals with other people's money and financial information, starting new
banks can be difficult.
Because of the nature of the industry, people are more likely to trust household names and well-
known corporations.

Bargaining Power of Suppliers:

Capital is a bank's fundamental resource, and it originates from four main sources (additional
sources [such fees] contribute to varying degrees to a lesser extent).
1. Customer deposits. 2. Mortgages and loans. 3. Mortgage-backed securities. 4. Additional
lenders' credit lines.
By using these four main providers, the bank can be guaranteed that they have the resources
necessary to service their clients' borrowing demands while still having enough capital to cover
anticipated withdrawals.

The providers' power, which is typically described as fluctuating between medium and high, is
greatly influenced by the market.

Bargaining Power of Buyers:

Despite the fact that the individual poses little threat to the banking industry, the power of the
consumer is significantly impacted by relatively high switching costs. Switching banks could be
a significant inconvenience for someone who solely uses one bank for their mortgage, savings,
checking, and other financial obligations.
Even if the majority of clients still choose to use their current bank, businesses frequently
provide discounts to get customers to switch.
The internet has considerably increased the consumer's power within the banking industry.
Thanks to the internet, consumers may now evaluate the fees of opening/holding accounts and
the interest rates offered with more ease and cost-effectiveness.

Availability of Substitutes:

The biggest challenges to substitution facing the banking sector come from non-financial rivals
rather than from competing banks.
While there is no serious threat of replacements to the business in terms of deposits or
withdrawals, there are numerous banking services that are also provided by non-banking
companies, such insurances, mutual funds, and fixed income securities.
Additionally, the threat of alternative payment methods and loans with quite high interest rates
for the sector exist. For instance, well-known retailers of electronics, jewellery, cars, and other
"big ticket" items frequently provide favoured financing. These non-banking businesses
frequently provide interest rates on payments that are lower than what a customer would receive
9
from a conventional bank loan.

Competitive Rivalry:

The banking industry is thought to be quite competitive. Nearly everyone who need banking
services already has them because the financial services industry has been around for many
decades. Therefore, banks must work to lure clients away from rival businesses. In order to
achieve this, they outperform their rivals by offering more benefits, higher rates, better
investment services, and lower financing. The banking sector is frequently engaged in a
competition to discover which bank can offer the best and fastest services, but as a result, banks
now have lower ROA (Return on Assets). It is more likely that the banking industry will
continue to consolidate given the sector's structure. Major banks frequently choose to buy or
merge with other banks over investing in marketing.

10
 C)PESTLE Analysis

Political –
Political stability, taxation, labour law, environmental law, and trade barriers are all
aspects of governance.
A nation's political environment and policies have a big impact on the banking industry.
In many countries, the government has influence over the banking sector in order to
maintain a smooth flow of money into the economy.
The general public deposits funds in banks for future investments or savings.
Because of this, the government has strict regulations in place to control the banking
sector.
The federal and state governments may have the power to make decisions affecting the
financial sector.
If the government sets up beneficial laws and regulations, the banking sector will
profit.
To lower risk in the banking system, the government and the financial organisations it
regulates develop laws.
It gives people confidence..

Economical

Interest rates, currency exchange rates, consumer disposable income, inflation, and
economic growth.

How swiftly this banking industry is growing is significantly influenced by the state of the
national economy.

Because banks act as depositors and lenders, changes in the economy have a direct impact
on the banking sector. The banking industry suffers when the economy is in trouble
because economic variables like inflation and recession have an impact on people's
spending habits. International investors may be reluctant to make investments because of
the shifting exchange rate, which would affect the bank's bottom line.

• Many businesses have pushed their customers to conduct business online in the wake of
the pandemic. Debit and credit cards are commonly used by small businesses to make
purchases, which benefits the banking industry.
• The banking sector assists small businesses.

11
 Social

- Population Growth, Age Distribution, and Health Awareness

Social factors have an impact on the banking business because banking services are public in nature.
The general public's preferences and buying habits have an impact on the banking industry.
Sociocultural factors have the following effects on the banking industry: • Students and members of
Generation Y like to carry their debit and credit cards. They conduct the majority of their transactions
online. This usage of less money favours the banking industry.

• The number of people with financial literacy is rising. More people are using financial services as a
result. There are now more banks than ever as a result. For instance, cooperative and payment banks
currently serve all parts of society. It is encouraging a highly competitive climate. More clients are being
attracted by better mortgage rates and customer service, and lifestyles are quickly evolving. Nowadays,
a lot of people choose to preserve their money through banking services than keeping it at home.
Customers take out loans to pay for education or further investments. Additionally, they are interested in
investing in bank-sponsored schemes or have insurance.

Technology
• Changes in technology as a result of study and development

• The banking industry is one that serves many consumers. The prevalence of internet banking is
increasing the banking system's reliance on technology.

• The banking sector requires an internet connection in order to operate. They use cutting-edge
technology to build a secure system that guards against online theft and fraud. They need a fast
internet speed to offer seamless service to customers.

• The banks strive to offer service everywhere and at any time because they want to create a
welcoming atmosphere for their clients. Customers no longer need to visit the branch for rapid
transactions because ATMs have been built and mobile banking services have been chosen.

• Thanks to technological improvements, the bank is now able to provide customers with
a secure and safe service. The process of traditional banking has advanced, and it is now
completed more quickly. Banks employ channels like the internet and SMS to update
their customers on transactions.

Environmental –

Even when there are no direct effects on the environment, the banking business has certain indirect
effects:
• The banking industry is focusing on mobile banking and mobile wallets, which has decreased the
number of people using conventional transaction methods. With the aid of modern technologies, the
banking industry is changing, and they are concentrating on sustainable practises. Credit and debit cards
are progressively taking the role of paper currency notes. Numerous banks have chosen for paperless
transactions in an effort to use less paper.

• The banking sector is aiming to promote a favourable brand image and embrace environmentally
friendly practises. Most of them desire to use sustainable energy sources. Solar-powered ATMs with
lithium-polymer rechargeable batteries are being used more and more frequently.
• Less dangerous chemicals are being used in banking facilities to clean equipment and for mechanical
maintenance. Additionally, they take part in environmental campaigns and keep their neighbourhood
clean.

12
 Legal -

• Health and safety Advertising, product labelling, product safety, legal requirements, and
consumer rights standards.
• Banks work closely with the government and have a big impact on the economy of the
nation. As a result, a variety of laws regulate how banks conduct business. Different
laws from different countries might have an impact on the banking industry.
• There are laws in place to guard against theft of the public's money. Financial
institutions set the repo and reverse repo rates to maintain a steady cash flow. The laws
make sure that NPA doesn't have a big impact on the banking industry. For instance, the
US economy is governed by laws like the Glass Steagall Act, Dodd-Frank Act, etc.
• The banks collect customer information and private data. Due to consumer
and privacy laws, they are not permitted to reveal any of the consumers'
private information. The banking sector is subject to severe regulations, and
banks must follow the rules set forth by international organisations that
oversee financial institutions all around the world. If a financial institution
does not adhere to its rules and regulations, it may be outlawed.

13
 D)SWOT Analysis of Sector

E)COMPANY INFORMATION

1.Company Founded & Founder Details

Mr. Vaidyanathan, a seasoned banker and entrepreneur, established Capital First in 2012 by
completing India's largest management buyout of a listed loss-making NBFC and pumping new
shares into it. His declared objective was to turn the NBFC into a commercial bank that
provided assistance to start-up companies.

Mr. Vaidyanathan founded the retail banking section of ICICI Bank between 2000 and 2009 in
addition to serving as the MD & CEO of ICICI Prudential Life Insurance Company from 2009
to 2010.

Mr. Vaidyanathan is the inaugural Managing Director and CEO of IDFC FIRST Bank, which
was created in December 2018 from the merger of Capital Inaugural and IDFC Bank.

Vaidyanathan has approximately 20 years of experience in the financial industry in India. He

started out as a banker (1990–2000, Citibank), then worked as an entrepreneur (2010–2019,
Capital First), and ultimately returned to being a professional banker (2019- date, after merging
Capital First with IDFC Bank). He worked with Citibank Consumer Banking from 1990 to
2000. He pioneered retail banking for the ICICI Group between 2001 and 2009. He added 28
million customers and 1411 new sites to the ICICI Bank's branch network during this tenure.
Additionally, he established a sizable CASA and retail deposits franchise. Finally, he increased
the size of the retail lending sector, which includes personal, auto, and credit card loans, to Rs.

14
1.35 trillion ($30 bn). He was appointed to the ICICI Bank Board at the age of 38. He was
appointed MD and CEO of the Indian ICICI Prudential Life Insurance Company in 2009.

In 2010, he left the ICICI Group to seek a business opportunity to purchase an NBFC with the
goal of converting it into a bank with a focus on consumer and MSME lending. He closed all
non-core operations, like brokerage and real estate finance, after getting equity stake in order to
develop MSME and Consumer Financing companies based on cutting-edge technology and
algorithms. He utilised the NBFC platform instead. Between 2010 and 2018, he increased
equity capital from Rs. 691 crores (US$118 million) to Rs. 3,993 crores (US$600 million),
decreased gross non-performing assets (NPAs) from 5.28% to 1.94%, decreased net non-
performing assets (NPAs) from 3.6% to 1%, acquired 7 million customers, and upgraded the
long-term debt. AAA turned the company around, increasing ROE from -6% to +15%,
increasing the market cap ten times from Rs. 780 crores (US$120 million) to Rs. 8,200 crores
(US$1.2 billion) in eight years, and turning the business around from losses of US$5 mn (2010)
to profits of US$50 mn (2018). Capital First saw a 5-year CAGR of loan growth of 30% and
PAT growth of 55% between 2013 and 2018.

Then, in order to obtain a commercial banking licence, he approved the merger of Capital First
with IDFC Bank in December 2018. He then became the MD and CEO of the newly
amalgamated business. From then until December 2020, he increased the retail loan book from
13.16% pre-merger to over 60.35% (Rs. 66,665 crores) of the total funded assets, increased the
net interest margin from 1.68% pre-merger to 4.65%, increased the CASA from 8.68% to
48.31%, brought the bank into profitability, and is currently working to transform the bank into
a top-tier retail bank in India. With over 10 million customers now, the bank has a loan
portfolio totaling over Rs. 1 lac crores, or over $14 billion. He believes India's potential for
financial services is boundless.
The honours include the prestigious CNBC Awaaz Entrepreneur of the Year 2020, CNBC
Asia's "Innovative company of the year" India Business Leader Awards-2017, "Most
Inspirational Leveraged Management Buyout, India 2018" by CFI Awards, "Entrepreneur of the
Year" Award at Asia Pacific Entrepreneurship Awards 2017, "Transformational Leader 2018"
by CFI Awards UK, and "Financial Services." Throughout his career, he and his business have
also received India's Most Valuable Companies in 2016 and 2015, Business Today, list Indian
leaders in 2014 Indian businesses that are ready for the future, as listed in the 2016 Economic
Times 500 Fortune Bradstreet & Dunn India's Next 500 Companies (2016); India's Top 500
Companies & Corporates (2016); The "Best Retail Bank in Asia 2001" award from Asian
Banker, the "Excellence in Retail Banking Award" in 2002, the "Best Retail Bank in India
2003, 2004, and 2005," the "Most Innovative Bank" award in 2007, the "Leaders under 40"
honour from Business Today in 2009, and the nomination for "Retail Banker of the Year" by
EFMA Europe in 2008 were among the honours he received in his previous position.

He graduated from both Harvard Business School and Birla Institute of Technology. He has
completed 8 full marathons and 23 half marathons.

15
 2.History of company:
ERSTWHILE CAPITAL ERTWHILE IDFC BANK IDFC FIRST BANK
FIRST
By completing India's The infrastructure lending Former IDFC Bank and
largest management buyout division of IDFC Ltd., a former Capital First
of a listed loss-making renowned infrastructure announced their merger in
NBFC and injecting new financing firm focused largely January 2018. For every one
stock into it, Mr. on project financing and the share of the prior Capital First
Vaidyanathan, a seasoned mobilisation of money for the company, 13.9 shares of the
banker and entrepreneur, construction of private sector amalgamated company were
formed Capital First in infrastructure, was demerged issued to shareholders.
2012. His stated goal was to form IDFC Bank.
to transform the NBFC into On December 18, 2018, the
a commercial bank that The Reserve Bank of India two organisations merged to
would support small (RBI) gave IDFC Ltd. in- form IDFC FIRST Bank, a
businesses. principle clearance in 2014 to new company. The combined
launch a new bank. company registered its new
In addition to serving as the shares on the NSE and BSE
MD & CEO of ICICI Thus, IDFC Bank began in January 2019.
Prudential Life Insurance operating in October 2015 and (IDFCFIRSTB: NSE,
Company from 2009 to began developing its corporate 539437: BSE). With a new
2010, Mr. Vaidyanathan banking services while also board of directors, new
created the retail banking introducing retail asset and management, renewed focus
division of ICICI Bank liability product lines. It and vigour, and a new brand
from 2000 and 2009. developed excellent IT logo and strategy, IDFC
capabilities over the following FIRST Bank made a fresh
Using cutting-edge three years and created a start. The objective of the
technologies, Capital First productive treasury bank is to implement the
developed into a strong management system. tried-and-true Capital First
retail franchise in consumer Understanding the new risk model of funding small
financing. It saw annual associated with financing businesses and people on a
growth of 29%, a 5-year infrastructure, IDFC Bank banking platform and use
profit CAGR of 55%, and developed a plan to retailize IDFC Bank's network, first-
excellent asset quality. Its its loan book in order to rate technological stack, high-
Retail Assets under diversify and boost quality digital banking, and
Management rose from 94 profitability. robust rural presence. To
crore ($14 million) to fulfil the needs of larger
29,625 crore ($4 billion, as The Bank was looking for a business owners and
of September 2018) merger with a retail finance corporations, it also
between March 31, 2010, company with sufficient scale, employed cutting-edge
and March 31, 2018. The profitability, and specialised solutions.
company raised its market capabilities as part of its effort
cap 10X and financed 7 to diversify its loan book away The Bank is dedicated to
million consumers in just 7 from infrastructure. establishing a customer-first
years.Capital First was culture that directs the
searching for a commercial development of its products
banking licence as part of and services as well as how
its declared goal in order to quickly it responds to
gain access to retail consumer demands.
deposits.

16
3.Company Vision & Mission:

To establish a world-class bank in India that is driven by ethics and technology and works for
social good.

By offering them low-cost, high-quality banking products and services, we hope to have a
positive impact on the lives of millions of Indians.

4.SWOT Analysis of Company:

Strengths of IDFC First Bank

The benefits of IDFC First Bank are as follows:

• Strong Customer Base: In 2021, IDFC First Bank had 7.3 million clients, and it has since
continued to grow. Additionally, through one-on-one encounters, it has listened to its clients'
financial needs and formed lasting relationships with them.
• Broad Portfolio: Offering a wide range of financial and consulting services to its clients,
including investment banking, asset management, private banking, and insurance, is one of
IDFC First Bank's key advantages over other banks.

• Talent management: The IDFC First Bank staff is highly skilled. This is a result of their
excellent educational and training programmes. Human resources are a major factor in IDFC
First Bank's consumer financial services sector success.
• Strong Brand Recognition: For more than 10 years, the consumer financial services industry
has recognised IDFC First Bank's goods and services as being of high quality. This allowed the
company to charge a higher price than its competitors in the consumer financial services
industry.
• Government Support: In 2014, the Reserve Bank of India added the bank to its list of
commercial banks, cutting the cost of short-term funding and enhancing banks' ability to offer
services. This further strengthened the bank's growth prospects.
Limited Territorial Overlap: The competition among the present participants is decreased by the
limited territorial overlap between IDFC First Bank and other small financial banks.
• Brand Ambassador: On March 11, 2020, the bank declared that it had teamed with the
renowned Indian television programme KBC and that it had appointed Mr. Amitabh Bachchan
as its first brand ambassador. These actions will help IDFC First Bank build brand recognition
and attract more customers.

Weaknesses of IDFC First Bank

The brand has to strengthen its vulnerabilities, which are its flaws. The following are IDFC
First Bank's weaknesses:
• • Declining Market Share: This is a result of the company losing customers to a sector
that is growing more quickly than it is. As a result, IDFC First Bank must carefully
assess a variety of financial industry trends to decide how to encourage future growth.
• • High Cost to Replace Existing Professionals: Since IDFC First Bank's knowledge base
is only managed by a small group of individuals, replacing them will take a lot of time
and money.
•
• • Increasing Interest Rate Risk: Since the majority of the company's funding comes from
wholesale sources, increasing interest rates may have a detrimental impact on borrowing
17
 costs and, as a result, profitability..

• Easy To Copy: Rivals in the same industry might easily imitate ICBC's business strategy. If
Company Name is to overcome these challenges, it must develop a platform model that can
bring together suppliers, vendors, and end consumers.

Why There Must Be More Investment in New Technologies: Considering the country's rate of
expansion and the geographical areas it covers, IDFC First Bank needs to invest more money in
technology in order to synchronise the operations across the board. The company's goals and
amount of technology investment are currently out of alignment.

Opportunities for IDFC First Bank

Opportunities are outside forces that are in the business' favour, and it can use these forces to
grow. The alternatives provided by IDFC First Bank are listed below.

• Technological Advancements in the Banking Sector: The banking industry has always been
built on technology. IDFC First Bank provides the most cutting-edge and user-friendly digital
banking services. As a result, IDFC First Bank needs to stay current with technology. To appeal
to younger generations, they should concentrate on launching newer banking and financial
services while utilising their skills in digital marketing.

• Development Potential: Because it serves underserved markets including auto lending, MSME
financing, and small company financing, IDFC First Bank offers substantial growth potential.

• Product Development Potential: Because it has not yet made a number of other key lending
banking products available, the bank has great expansion potential.

• Increasing the Customer Base in Upper Segments: As customers switch from unorganised to
licenced banking organisations, IDFC First Bank has the opportunity to enter the entry-level
market.

• International Prospects for IDFC First Bank: The global banking business is obviously
extremely huge, unquestionably very lucrative, and unquestionably a significant opportunity for
financial service providers in the Indian market. The Indian market, where IDFC First Bank
mostly operates, must expand.

Threats to IDFC First Bank

Threats are external elements that could obstruct the company's growth. Threats can be
controlled but not eradicated.
• Lack of Skilled Human Resources: Given the high incidence of staff turnover and the
increasing need for innovative solutions, IDFC First Bank may soon face challenges in this
sector.
• Dynamic Competition: In the medium to long term, new technologies developed by
competitors and the market may pose a severe challenge to the sector. Since the planned
clientele of new banks and those of the established banks are similar, it is anticipated that
competition would grow, especially in the area of liabilities.
• Retaining Key Management Personnel: It can be difficult to develop and retain key executives

18
when there are so many new banks, fintech companies, and incumbent banks competing for the
same talent pool.

• Increased Marketing Efforts: As digital marketing becomes more and more prominent,
competitors send more and more marketing materials. It congests the area, which discourages
customers. IDFC First Bank is aware of and actively using a variety of the most recent digital
marketing strategies to keep ahead of the competition. You must assess these skills as well in
order to achieve the same.

F)Marketing

Marketing Strategy of IDFC First Bank

We may discover more about IDFC First Bank's marketing strategy by looking at their
marketing strategy and campaigns, as well as how they employ segmentation, targeting, and
positioning.

The retail sector has seen a lot of aggressive behaviour from IDFC First. The bank wants to
give all of its attention to helping the retail industry. Its core focus is still corporate banking,
despite having expanded into allied industries like trade, FX, cash management, salary
accounts, and treasury.

From the beginning, the IDFC FIRST Bank was designed to be very different from what it had
previously been. In order to accelerate its growth trajectory and provide services to many more
consumer categories, which are growth drivers for the Indian economy, it has refocused on the
retail sector. The most advanced technology, an excellent liability platform, and analytically
driven lending experience from the former IDFC Bank are combined with the retail DNA and a
proven track record of profitability from the former Capital First in our new bank.

The Bank currently dominates the market in a few subcategories of retail assets. The Bank's
state-of-the-art liability platform is built for exponential growth and now has a fresh emphasis
on penetration across the country. The 7.3 million-strong subscriber base, which is currently
expanding, is made up largely of people living in India's affluent hinterland.

1. Marketing Campaigns
Following the merger of IDFC Bank and Capital First, the banking corporation established a
new entity called IDFC First Bank and a new marketing slogan dubbed #AlwaysYouFirst.

To make the campaign successful, they created a people-powered strategy that would allow
them to spread their message widely on social media. Celebrities and normal individuals
sharing their #AlwaysYouFirst stories allowed them to make an impact with their marketing
message.
The first-ever TVC-reaction video series in India that included influencers was used to promote
#AlwaysYouFirst. The movie's influencers discussed comparable instances from their own lives
that demonstrated the importance of putting others' needs ahead of one's own.

19
2. Make a career path for yourself.

On September 11, IDFC's first bank announced a loan for up to one crore for education. They
gave the younger generation the chance to realise its goals and enlighten its future. They offered
financial support with adaptable repayment periods and tax advantages

3. The Karma First charity initiative

On August 23, the IDFC FIRST bank launched its donation programme with respectable
NGOs. They made it possible for payments to be made directly from an IDFC First bank
account. The campaign was very successful, and many people donated to the many villages

4. Utilizing social media

The social media pages of IDFC First Bank are all active, frequently updated, and have a
substantial following.

With over 792k followers, LinkedIn is IDFC First Bank's most well-liked social networking
platform. They mainly provide information about credit cards, attractive discounts, and other
things in order to attract new customers and keep existing ones. They also utilise Twitter,
YouTube, and other social networking sites in addition to Facebook and Instagram

5. SEO strategies

According to SEO rankings, less than 500 keywords are terrible, more than 1000 are decent,
and 10,000 or more are excellent. The fact that 3,67,487 organic keywords are present on
https://www.idfcfirstbank.com/ is impressive. This suggests that a sizable number of insights
are being gathered for IDFC First Bank's digital marketing.

This shows that IDFC First Bank employs a tried-and-true SEO approach and makes the
required efforts to maintain the brand's ascent in the Google organic SERP rankings.

6. Marketer influence

In partnership with Mastra Media, Interactive Avenues sought the aid of social media stars like
Soha Ali Khan, Karan Kundrra, Prince Narula, and Harsha Bhogle to ensure that the brand was
constantly on consumers' minds (an influencer agency). The Interactive Avenues campaign
used social media influencers and pertinent information regarding the ICC World Cup 2019 to
promote the brand's new stance. For the 2019 World Cup, the company launched a microseries
called "Cricket First with Harsha Bhogle.".

7. Ecommerce Strategies

The purpose of IDFC FIRST Bank Net Banking was to fulfil the needs of its clients' lifestyles.
Thanks to it, they can easily shop online at e-commerce merchant websites. They have a hassle-
free, safe, and simple platform.

Use IDFC FIRST Bank Net Banking to pay for purchases such as apparel, travel, booking
tickets, paying bills, and other expenses with ease.

20
8. Mobile Apps

The mobile application from IDFC First Bank is called MobileBanking. With online credit card
processing and other financial tasks, it helps its users and clients. The user experience is
improved by the app's well-known and straightforward user interface (UI), which is also 100
percent secure.

9. Content Marketing Strategies

With an emphasis on lead generation, marketing publication, and the dissemination of crucial
information to the target audience, content marketing is a subset of digital marketing.
Compared to their rivals, IDFC First Bank does have a very unique content marketing strategy
because they carry out more initiatives that directly relate their content to the general public and
highlight their genius and institutional strength. Many blogs talk about their future forecasts.
This is concluded by an elaborate marketing strategy by IDFC First Bank. Here is a summary of
what we have discovered about IDFC First Bank's marketing approach. Thank you for reading
about IDFC First Bank's marketing plan. Please share your thoughts with us in the comments
area.

21
 G)STP:

SEGMENTATION

In order to solve this issue, it helps to differentiate or segment these customers according to
their needs, behaviours, and attitudes. It also helps to comprehend why customers use their
credit cards by taking a small number of financial behaviours into account.

Users are typically targeted by credit card companies based on their behaviour and
demographic data. Credit reports on a person's spending and payment history are frequently
used to predict behaviours.

Client segmentation is a method for dividing a customer base into specific demographic
groupings. Consumers can effectively differentiate themselves using a client segmentation
strategy, and issuers can learn how to increase card usage or bring in new clients by
implementing cutting-edge technologies..

By adopting better segmentation, card issuers can not only make more expensive proposals but
also identify demographics that are underserved by current deals. Their behavioural patterns
can be used to better understand these groups and offer better solutions and approaches to
satisfy their needs.
Not every customer is the same.
Customers typically exhibit a wide range of behaviours.
The majority of the time, business segments are based on thresholds. A scientifically based
methodology to categorise clients is required due to the expanding quantity of characteristics
and the overall trend of personalised products. The solution is clustering based on behavioural
data. This analysis's goal is to classify credit card users into the proper demographic groups in
order to better understand their needs and behaviours and provide them with targeted marketing
offers.

Age (DEMOGRAPHIC)

· Applicant must be aged 21 yrs. or above in order to apply for an IDFC FIRST Bank Credit
Card

Indian Resident & Sourcing Locations: (GEOGRAPHIC)

· Applicant must qualify as an Indian resident and have a current and permanent residential
address within India

· IDFC FIRST Banks maintains a set of cities which are allowed for sourcing

Income Eligibility (DEMOGRAPHIC)

· As applicable for different card variants offered by IDFC FIRST Bank

· Minimum Net Monthly Income = ₹25,000 (subject to change)

22
TARGETING:-

Credit Bureau History

· Applicant is expected to have a good credit bureau score and no evidence / history of
defaulting on loans or missing payments on loans or credit cards

· Credit Bureau Score is an indicator of how likely a customer is to repay outstanding bills on
time

Internal Policy Criteria

· Bank runs certain internal policy criteria to select a customer for issuing credit cards

· Internal Policy criteria are based on bureau history, any existing Bank relationship, customer
demographics, and credit exposure

· The Bank reserves the right to issue a Credit Card to the applicant basis an assessment of his /
her credentials. The final decision is at the Bank’s sole discretion, in line with the mentioned
internal policies, and notwithstanding the applicant meeting above criteria

POSITIONING:-

Low on charges,
high on benefits!
LIFETIME FREE Select Credit Card
FIRST Select Credit Card Interest Rate – from 0.75% to 3.5% per month (9% to 42% per annum)
OVL Charges – 2.5% of the over-limit amount subject to a minimum charge of ₹500
FX Markup – 1.99%
Late Payment Fee - 15% of Total Amount Due (subject to a minimum of ₹100 and a maximum of
₹1250)
International & Domestic Cash Advance Fee – ₹250

23
 H)Market Mix

1.Product - Need, Want, Demand, Feature

FIRST SELECT CREDIT

A credit card will help you save money in addition to providing additional consumer
protection (Section 75 covers both local and international purchases). You won't have to
pay any commissions and will receive the best exchange rate when you use the
appropriate credit card when you're travelling. Location, Sales Channel, and
Distribution Channel joining forces with a distributor
Many businesses that offer products and services look to outsource unnecessary tasks
such
• Credit/administration
• Transaction processing
• Billing
• Debt collection

Others are eager to offer their clients more credit choices in order to increase sales. Both criteria
are met by the MasterCard Distribution Card. This new item, which is also referred to as a
Reverse Purchase Card, a Collections Card, or a Supplier Card, also provides the distributor
with the following advantages:
• Enhanced cash flow
• Reduced collections management costs
• Increased sales opportunities
• Stronger financial statements, thanks to debt reduction
• Improved customer loyalty
• Predictability of in-bound cash
• Facilitates bank account
Reconciliation

2.Place- Distribution Channels

By building vendor connections with important suppliers and streamlining the cash
management process, the main goal is to expedite the accounts receivables process.
These connections could range from major corporate (B2B) connections to small
merchants purchasing from big suppliers, depending on the distribution channels
(B2SME). These connections will affect the proposition's added value.
advantages to the buyer The purchaser should acquire in order for the customer to profit
from joining this programme is
• Enhanced product features
• Aligned purchase flow
• Payment terms similar to bank payment terms
• Seamless transaction (no need to reapply for granting of credit)

24
Controlling risk
The Bank and Distributor work jointly to determine the best way to control risk

• The distributor retains credit risk and ensures issuer payment.

- Issue parameters based on distributor guidelines

The distributor frequently requests new price structures, such as a lower discount rate.
- Use limited to the product only

The bank takes on the risk.

- Determines creditworthiness using conventional risk analysis - May be used to purchase

goods unrelated to the distributor

• The distributor and bank share the risk.

- The distributor guarantees credit to all other purchasers while the issuer determines which
buyers will receive credit.

• Risk agreement with outside parties

- Make a deal with or sell anything to an insurance or reinsurance firm.

reporting and information management

Use the online information control and reporting tool MasterCard Smart Data OnLineTM to
view transactional information. Access complete customer information to

• Monitor the program

• Examine and improve operations
• Generate customized informative items, reports, and exports
• Schedule production
• Manage inventory
• Generate sales

Accounts Receivable Process

3.Promotion - Advertising, Public relations or Publicity, Sales & Promotion,

DirectMarketing, Personal selling
It might be difficult to draw in new clients when your business, like credit card marketing, is
highly competitive. However, with the appropriate tactics in place (such as using blogger
outreach services), you may differentiate your company from the competitors and take a firm
hold on the market. It's critical now more than ever to have a strong online presence because the
digital age has fundamentally changed the way businesses run.
It might be difficult to attract new credit card consumers, but there are a number of tactics you
can do to set your company apart. Here are some suggestions for credit card marketing to help
draw in more customers:
Develop an Engaging Website

25
Your website is frequently the first impression potential clients will have of your organisation
in today's digital environment. Make sure your website is user-friendly and pleasant to the eye.
Make use of crisp calls to action and high-quality graphics and videos.
The user experience should be taken into consideration when designing your website, therefore
make sure it is responsive and device-optimized. This can assist you in bringing in and keeping
more customers, which increases sales.
Generate Positive Online Reviews

Before making a purchase, shoppers who are investigating businesses online often rely heavily
on these reviews. Try to get as many favourable evaluations as you can, and answer to any
critical comments in a polite and timely manner.
Customers can be persuaded to post reviews by offering incentives like discounts or coupons.
Just be cautious not to provide anything that would go against Google's or Yelp's terms of
service.

Keep A Legal Assistance At Hand

Although it's not the most glamorous aspect of credit card marketing, making sure you abide by all
relevant laws and regulations is essential. To help you with this, consider hiring a credit card debt relief
attorney. This can help you avoid any possible sanctions or fines. This will not only keep you out of
trouble, but it can also give potential consumers the impression that you run a respectable company.
Hiring a #CreditCard #DebtRelief #Attorney to assist you to comply with all applicable
#laws and #regulations
You can negotiate with creditors and create payment schedules with the assistance of a debt
relief attorney. Customers who are having trouble paying off their debts may find this service to
be really helpful.

Utilize Social Media to Your Benefit

• A potent instrument that can be employed for credit card marketing is social media. You
may increase your audience reach and increase brand recognition by using platforms
like Facebook, Twitter, and Instagram. Posting interesting information that people will
want to share with their followers is a good idea.
• Social media can be used to promote products and run advertisements. Just be sure to
carefully target your ads so that only those who are likely to be interested in your goods
or services will see them.
• Strategies With Debt Collection
• It's crucial to take care when dealing with customers who are behind on their payments.
The last thing you want to do is hurt their feelings or give them the impression that they
are being harassed.
• Debt collection can be approached in a few different ways, and which one you choose
will depend on the specific situation.

Offer payment plans

• Notice of reminder sent

• For payment options, speak directly with the customer.
• Be respectful and professional at all times, regardless of your strategy. This can increase
your chances of getting paid and help you keep positive relationships with your clients.
• Unique Strategies for Customer Retention

26
Working to keep new consumers is crucial after you've won their business. To entice repeat
business from your clients, you can employ a few original tactics.
Offering loyalty programmes or awards for recurring business is one strategy to keep
consumers. This can encourage them to keep utilising your goods or services. Additionally, you
can provide members of your loyalty programme with exclusive discounts or vouchers.
Excellent customer service is another retention tactic. This can involve providing prompt
customer service, giving sound counsel, and effectively handling issues. If customers feel
respected and appreciated, they are more inclined to stay.
Finally, you might attempt to cross-sell or upsell your goods to customers. Increasing sales and
revenue may be accomplished through this method.

How To Deal With Customer Debt Wisely?

Almost every person who uses a credit card eventually has to deal with debt. Being careful with
customer debt is crucial since it can affect both your relationship with them and the financial
health of your company.

There are several approaches to dealing with client debt. Even if it could be difficult, it's crucial
to approach the matter with professionalism and respect.
Avoid being insensitive because doing so will simply sour the connection. Instead, make an
effort to comprehend and provide options to assist the customer in paying off their debt. Your
customer will be more willing to cooperate with you to find a solution once they feel
appreciated and heard.

4.Price - Pricing Strategy –Competitor

BANK NAME-CREDIT ANNUAL RATE(Rs.) RATE OF INTEREST(%)

CARD
1.IDFC BANK-FIRST 0 2
SELECT
2.FEDERAL BANK SBI 499 3.60
CREDIT CARD
3.AXIS BANK INSTA EASY 0 3.40
CREDIT CARD
4. HDFC BANK BHARAT 500 3.60
CREDIT CARD

I)SWOT Analysis of Product / Service

Strength - Unique Selling Proposition, Analyse the factors that add values

Weakness - Scope for improvement, Factors leading to loss

Opportunity - External factors contribute to business growth

Threats- Competitors Analysis

STRENGTHS
1.Quality Meals & Product Innovation

Credit Cards is a rapidly expanding company that has always respected its customers by giving
them wholesome food. Effectively, these meals are prepared in accordance with customer
27
preferences. These org are additionally individualised, and Credit Cards offer a variety of tastes.
They have actually manufactured numerous sorts of credit cards throughout the last 50 years,
including hand-tossed pizza, potato wedges, cheesy-garlic bread, and parmesan bread. In
addition, "Cookie Brownie" is included in the sweet dish. Also available are tacky pastas. The
client's intellect and ideas are strengthened by each bite of credit cards.

2. Reliable Vendors

Credit card issuers are reputable and trustworthy. They adhere to the supply chain management
process by providing them with the raw materials and active substances on time.

3. Powerful Captured Marketing and Promotional Ad

Through their emotionally charged and powerfully messaged advertising, they have captured
the thoughts of their consumers. Similar to the emotive style of Credit Cards' Mother's Day
campaign, which encourages parents to be loved no matter what.

4. Rapid and Timely Delivery System

Due to its speedy delivery, Credit Cards is quite well-liked. Additionally, they guarantee
delivery within 30 minutes; if the customer doesn't receive it in that time, they will offer
"complimentary company." They are never late.

5. Price Points

Customers can purchase any Credit Cards product at reasonable and affordable prices.
Customers can also acquire alternative deals and sizes of the organisation of distinct flavours.

6. Internal Dough Production

Without using any sources, the company is making its own corporate dough. Because of this, it
has actually turned into a secret component for credit cards.

7. Client Services

Credit card social media managers offer 24/7 customer support on the websites and social
media channels where they interact with customers. However, it also fosters a wonderful
relationship between the franchises and their clients.

8.Strengthening Brand Equity

Each and every customer of Credit Cards was aware of its excellent services, which are creating
a strong brand name equity. Credit Cards, on the other hand, only make high-quality goods and
offer 30-minute delivery times, which contributes to their strong brand image. This explains
why the company has many loyal customers.

9. Highly Qualified Workers

The Credit Cards Company has actually ensured that its employees have access to programmes
28
for training and skill development. Definitely, the company has maintained the staff members'
incentive for their work because of its non-monetary (employee of the month) and monetary
benefits (perks and increments). The training programmes aid the business in increasing
productivity and skill levels.

10. Powerful Distribution Chain

The most important strength of credit cards has been maintained, and to maintain their potential
global market, they have expanded their circulation networks throughout the world.

11. Tested business strategy

The cost-effective shop model is used to build the credit card business model. As a result, their
business model incorporates all of the operations that have been maintained throughout the past
50 years, including revenues, expenses, supply chain operations, and revenues.

12. Technology and innovation investment

The impact of technology and innovations extends to corporate dining venues. Other technical
businesses have amalgamated with credit card companies. Different platforms are used to place
orders, including Google, Facebook, and Apple Watch. Digital purchasing systems raised the
company's sales by more than 50%.

13. Goods Return on Investment

The more money Credit Cards spent on their goods or services, creating outstanding franchisees
or stores, and paying for employee training in the past years has resulted in significant income
streams.

WEAKNESS

1. A Limited Number Of Outlets

Despite having a large number of franchisees for taking orders, Credit Cards does not have any
legitimate dine-in restaurants everywhere.

2. Franchise-Related Problems
Concerns about employee disloyalty at Credit Cards' franchise locations exist. Due to the
variety of franchises, it becomes difficult to control every employee that cheats.

3. Operational Challenges
Due to the franchisees' dispersion throughout the city, Credit Cards finds it extremely
challenging to manage its business.

4. High Technology Is Required

The company's goals do not align with the innovation it is presently using. They must therefore
make greater investments in their technology if they want to stand out in the market.

5. Net Profit
Credit Cards have determined that their net incomes do not correspond to their actual financial
projections and estimates. The company has to improve sales in order to boost net efficiency
and profits.
29
OPPORTUNITIES
1. Fresh environmental guidelines
New environmental regulations may create fantastic OPPORTUNITIES for credit cards.
Smooth environmental policies will allow them to profit more from innovation.

2. A low-calorie menu
Customers will grow if Credit Cards include low-calorie meals on their menu. They can prepare
their meals with less calories by using low-fat ingredients and less starch.

3. Cards - Credit
The market for credit cards has grown internationally. According to statistics data, there are
franchisees and outlets for credit cards in more than 85 countries. On a daily basis, they prepare
over 1.5 billion business for a number of venues.

4. Demographic Shifts
Customers from the middle class can also afford credit cards. Their market has been divided
into segments based on demographics.

5. Asian Countries' Population

China, Pakistan, and countries like India have significant credit card needs. They were in awe
of the excellence of their tastes and the spices they used. They delighted in their own business
and the ingredients, such as cheese and meatballs.

6. New Preferred Methods

There are many admirers of those kinds of slices, and Credit Cards Credit Cards can add more
flavours to their organisation. They can also include flat org. Additionally, since Credit Cards'
competitors also offer LAVA cakes, Credit Cards will gain from doing so.

7.Changes In Economic
As we are aware, the world's economic situation has truly improved. Due to the high
employment rates in countries in Asia and Europe, consumers have a lot of purchasing power.
Credit cards' wonderful feature is that it is unaffected by consumers' purchasing ability. The
costs will wind up being more expensive if taxes are implemented by the government. And now
days, credit card prices are stable in accordance with different countries' economic policies.

8. New Patterns of Consumer Behavior

Numerous OPPORTUNITIES HAVE OPENED DUE TO THE NEW PATTERNS IN
CUSTOMER BEHAVIOR. To alter consumers' decision-making processes, they employ
cognitive advertising.

9. A lower rate of inflation

The inflation rate is low in some nations.

THREATS
1. Competition, Direct and Indirect
Threats from competitors exist for credit cards. There are only corporate manufacturing sectors
as its direct competitors, although there are several fast-food chains as its indirect competitors.
Cards Credit The main competitive advantage of credit cards over debit cards is the availability
of dine-in restaurants throughout the Middle East, Europe, and Asia. Credit Cards, on the other
30
hand, have tiny counters or none at all in some locations.

3. Restrictions on Pressure
The federal government enacts new regulations and legislation every year.
There are 13800 shops, and their licences are renewed on a yearly basis in accordance with the
laws and regulations of the federal governmental agencies who created these execution. Credit
Cards has dealt with controlled demands in offering pay to their staff members and employees.

4. High Cost
Credit Cards There are several expensive functions that are used in current operations and
productions. They lack any estimates or methods for managing their spending. The cost of
labour and basic materials is rising every day. To stop this threat, they can focus on techniques
that minimise costs.

5. The absence of long-term supplier contracts

• Raw goods like vegetables and meats are provided by Credit Cards providers. This
could pose a major threat to the company's operations and its ability to produce.
• Trends In Health Awareness And Consciousness
• Nowadays, people favour handmade, wholesome foods over fast meals. Consumer
health consciousness may directly impact the company's sales.

J)PLC-PRODUCT LIFE CYCLE:

FIRST SELECT

31
FINANCE

1.Analyze and Interpretation of Balance Sheet between years 2020 and 2021
1) Sources of fund: - a) Bank’s Own Funds
b) Borrowed Funds
❖ Their capital remains constant in 2020 and 2021
❖ IDFC First Bank reserve are increased in 2021 with amount of 1630 Cr

2) Their secured and unsecured loans are also increasing continuously.

3) Fixed Asset- Increase in the fixed asset of company with the value of 371Cr

4) Capital WIP- There is decrease in the capital work in progress with the value of 9
Cr

5) Other liabilities- Decrease in the value other liabilities by Rs 429Cr

6) Other Asset- IDFC First Bank Other Asset- increases 13543Cr

2.CURRENT-ASSETS

1) Cash and Bank balance- IDFC First Bank has the cash and bank balance of
1610 Cr
2) Debtor- The value of the debtor decreases in the amount of 311 Cr
3)Loans and advances- Deferred tax assets on account of provisions for loan
losses

32
 BALANCE SHEET
Balance Sheet Statement of IDFC First Bank
(Rs in Crores)
Amount
Particular Mar-22 Mar-21 % Change Remarkes
change G/B/N
Share Capital -
Equity Capital 6,218 5,676 -542 -10
Reserves 14,848 12,224 -2,624 -21
Borrowings - 1,58,502 1,34,322 -24,180 -18
Long term
0 0 0 0
Borrowings
Other Borrowings 1,58,502 1,34,322 -24,180 -18
Other
10,578 10,850 272 3
Liabilities -
Trade Payables 1,109 916 -193 -21
Other liability
9,468 9,934 466 5
items
Total Liabilities 1,90,146 1,63,072 -27,074 -17
Fixed Assets - 1,448 1,370 -78 -6
Building 287 287 0 0
Other fixed assets 5,413 5,008 -405 -8
Gross Block 5,700 5,295 -405 -8
Accumulated
4,252 3,925 -327 -8
Depreciation
CWIP 79 65 -14 -22
Investments 45,935 45,182 -753 -2
Other Assets - 1,42,684 1,16,454 -26,230 -23
Cash Equivalents 15,702 5,773 -9,929 -172
Loans n Advances 9,222 10,220 998 10
Other asset items 1,17,760 1,00,461 -17,299 -17
Total Assets 1,90,146 1,63,072 -27,074 -17

33
3.Analyze and Interpretation of profit & loss of the IDFC FIRST BANK(2020 AND
2021)
Revenue from operation- The sale of the company increased by the amount of 1205 Cr with
the growth rate of 10.8%. The slowest year on year growth.
EBITDA- EBITDA stand for Earning Before Interest and Tax. The EBITDA of IDFC FIRST
BANK for the year 2021 is 2091 with the margin of 0.9%.
EBIT- EBIT stand for Earning Before Interest and Tax. The EBIT of IDFC FIRST BANK is
149 Cr. It has been decreased by the amount RS 320 Cr.
PBT- The full form of PBT IS PROFIT BEFORE TAX. The PBT of IDFC FIRST BANK is
175 Cr
PAT- PAT stand for the Profit After Tax. After allowing a tax rate of 30.4% IDFC FIRST
BANK earned a profit of 132 Cr.

34
 By analysing the profit and loss I come to know that IDFC FIRST BANK is growing at a
continuous rate.

Profit & Loss Statement of IDFC First Bank

(Rs in crores)
Particulars Mar’22 Mar’21 AMOUNT
CHANGE % CHANGE Remarks G/B/N
INCOME:
Sales Turnover 17172.68 15967.86 1204.82 7.54528158
Excise Duty 0 0 0 0
NET SALES 17172.68 15967.86 1204.82 7.54528158
Other Income 3222.039 2253.699 968.3395 42.9666739
TOTAL INCOME 20394.72 18221.56 2173.16 11.9263115
EXPENDITURE:
Manufacturing
0 0
Expenses 0 0
Material
0 0
Consumed 0 0
Personal
2696.54 1976.98
Expenses 719.56 36.3969286
Selling Expenses 157.54 82.21 75.33 91.6311884
Administrative
9525.69 6769.62
Expenses 2756.07 40.7123295
Expenses
0 0
Capitalised 0 0
Provisions Made 3108.58 2064.9 1043.68 50.543852
TOTAL
15488.35 10893.7
EXPENDITURE 4594.65 42.1771299
Operating Profit -2673.61 -1448.54 -1225.07 84.5727422
EBITDA 11123.54 11457.65 -334.11 -2.916043
Depreciation 373.26 329.38 43.88 13.3219989
Other Write-offs 0 0 0 0
EBIT 10750.27 11128.28 -378.01 -3.3968412
Interest 7466.52 8587.6 -1121.08 -13.054637
EBT 175.17 475.78 -300.61 -63.182563
Taxes 29.68 23.5 6.18 26.2978723
REPORTED PAT 145.49 452.28 -306.79 -67.831874

35
4.Analyse and Interpret the CASH FLOW statement of IDFC FIRST BANK:-

Operating profit before working capital changes- The amount of operating profit before
working capital changes is 3880 Cr. There is increase of 906Cr from the year 2021.
Working capital changes- Working capital changes is showing the negative balance of 1336
Cr.
Operating profit after working capital changes- Because of the negative working capital the
operating profit for the year 2021 is (11363) Cr.
Cash flow from investing activity-In the year 2021 the Investments purchased of the IDFC
FIRST BANK is (197) Cr. Acquisition is Nil and there is a negative Fixed assets purchased of
RS (104) Cr.
Cash flow from financing activity- There is no change in the capital of IDFC FIRST BANK
from the FY 2018. The dividend and changes in reserve amount is Nil. The net cash used in
financing activity is 8319 Cr.

5.Calculation of P/E ratio of company and the industry: -

Price Earning ratio- The ratio for valuing a company that measures its current share price
relative to its per-share earnings. The P/E ratio helps investors determine whether the stock of
a company is overvalued or undervalued compared to its earnings. The ratio is a measurement
of what the market is willing to pay for the current operations as well as the prospective growth
of the company.

36
 Cash Flow Statement of IDFC First Bank
(Rs in Crores)

Particular Mar-21 Mar-22 Remarkes

Cash from Operating Activity - 14,042 2,679

Profit from operations 2,974 3,880
Inventory 3,033 1,947
Loans Advances 0 0
Operating investments 0 0
Deposits 23,457 17,003
- -
Other WC items
15,941 20,286
Working capital changes 10,550 -1,336
Direct taxes 518 135
Cash from Investing Activity - -2,833 -2,960
Fixed assets purchased -586 -482
Fixed assets sold 37 3
Investments purchased -2,284 -2,481
Acquisition of companies 0 0
Other investing items 0 0
Cash from Financing Activity - -9,598 10,211
Proceeds from shares 2,013 3,034
Proceeds from debentures 0 150
Proceeds from borrowings 0 7,027
-
Repayment of borrowings 0
11,611
Dividends paid 0 0
Other financing items 0 0
Net Cash Flow 1,610 9,929

5.1P/E RATIO-
Market price per share / Earning per share
E.P.S = 2.63
5.2Calculation of Liquidity Ratio
1) CURRENT RATIO- CURRENT ASSETS/ CURRENT LIABILITY
= 142676 /10581
=13.4times

2) LIQUID RATIO- Also known as acid test ratio or quick ratio.

Formula= CURRENT ASSETS-INVENTORY/CURRENT LIABILITY-B. O

= 142676 /10581
= 13.4 times

37
 5.3Calculation of Profitability Ratio
1) GROSS PROFIT RATIO- GROSS PROFIT *100 / SALES
=4.46%
2) NET PROFIT RATIO- PROFIT AFTER TAX / SALES *100
= 0.62

3) Return On Equity – Profit for equity shareholder/ Equity shareholder fund *100
= 0.62

4) Operating Profit Ratio- EBIT / SALES*100

= 0.2%

5.4 Calculation of Solvency Ratio

1) Debt-Equity Ratio- Long-term borrowing / Owner’s Fund
= 3.52times

2) Proprietary Ratio- OWNERS FUND / FIXED ASSETS

= 0.31

3) Debt Assets Ratio – Long term borrowing / Fixed assets

= 1.08

5.5 Calculation of Turnover Ratio

1) Inventory turnover ratio – Cost of goods sold / Average Stock

= 6.6 times
Higher the ratio better the efficiency

2) Debtor turnover ratio - Credit Sales / Average Debtor

= 0.8 times
Higher the ratio better will be the collection period.

3) Fixed assets turnover ratio- Sales / Fixed assets

= 1.8 times

4) Working capital turnover ratio- Sales / Net working Capital

= 23.5times

38
6.Competitor Analysis Of The Company

COMPANY MARKET CURRENT PRICE TO

NAME CAPITALIZATION PRICE EARNING
(RS. CR) (RS. CR)
HDFC BANK 894217.68 1604.20 21.43
ICICI BANK 634830.39 910.55 21.42
AXIS BANK 261514.56 851.00 14.26
IDBI BANK 52149.15 48.50 18.03

By observing the above table, we come to know that these are companies that is giving
the tough competition to the IDFC FIRST BANK.

7.Subsidiaries, Joint Ventures Of The IDFC FIRST BANK

IDFC also has three subsidiaries:-

1) IDFC Projects Ltd
2) IDFC Alternatives Ltd
3) IDFC Trustee Company Ltd

8.Conference Call And The Summarisation Of IDFC First Bank

In the annual general meeting following things are discussed: -

❖ Highest levels of corporate governance
❖ Stable balance sheet growth of ~20-25%,
❖ Robust asset quality of GNPA less than 2% and net NPA of < 1%
❖ High teens ROE
❖ Contemporary technology and - High levels of Customer Centricity

39
9.DU-PONT ANALYSIS

DU-PONT ANALYSIS

Name IDFC
CMP Rs. 80.2
P/E 17.32
Mar Cap Rs.Cr. 12816.27
Div Yld % 1.25
NP Qtr Rs.Cr. 332.09
Qtr Profit
Var % 34.87
Sales
Qtr Rs.Cr. 49.38
Qtr Sales
Var % 69.81
ROCE % 0.72
ROE % 0.38
ROE 5Yr % -2.52

10.EXTEENAL CREDIT RATING OF IDFC FIRST BANK

LONG TERM CREDIT RATING – CRISIL A1+(REAFFIRMED)
SHORT TERM CREDIT RATING- CRISIL AAA/STABLE/(REAFFIRMED)

11.DEPRICIATION POLICY , INVENTORY VALUATION AND DIVIDEND POLICY OF

IDFC FIRST BANK
DEPRICIATION METHOD- STRAIGHT LINE METHOD
INVENTORY VALUATION –
DIVIDEND POLICY-

40
 HUMAN RESOURCE MANAGEMENT

1.ORGANIZATION STRUCTURE OF IDFC FIRST BANK

Managing Director

Director
Top Level
Management

Executive Director

Retail and Branch Banking Head

Regional Head National Head

MIDDLE LEVEL
MANAGEMENT

Zonal Head Zonal Head

Area Sales Manager

Cluster Head

Branch Manager Regional Sales Manager

Personal Banker Authorize Sales Manager LOW LEVEL

MANAGEMNET

Personal Banker Team Leader

Sales Executive

41
2.Organizer culture and ethics
The Bank's core values have been articulated as: Customer Centricity, Ethics, Transparency, Teamwork
and Ownership and these define the manner in which we deal with various stakeholders as outlined
below.
Working in axis bank is a good opportunity to improve the growth of the career. And provide equal
benefits with senior management and provide knowledge skills to improve time to time basis. overall, it
is good experience working in Axis bank.

3.Recruitment and Selection Process for IDFC First Bank-

Recruitment Procedure Overview

Manpower Requisition Form

Recruitment Plan

Budget

Sourcing

Selection Process

Joining

Post Recruitment Data Updating

42
4.Selection process-

Announcing The Job

Reviewing Candidate Applications

Conducting Initial Candidate Screening

Conducting In-person Interviews

Making Final Candidate Selection

Testing The Candidate

5.Describe employer branding of the organization

Leading learning & development of employees across Commercial banking & Global Banking &
Markets, India
-Country led for Campus Development program for interns and post graduates
-Talent advisor on succession planning and career proposition
-Driving Culture and Innovation agenda to foster continuous learning and growth mindset among
employees.

43
 JD OF TALENT ACQUISITION ( BFSI SECTOR)
1 Business Unit Finance
2 Job Tile Ast. Finance Manager
3 Incumbent Name Chief. Finance Manager

To assist in the development performance and

4 Main purpose of the job maintenance of the financial activities of the
organisation

5 Supervisor Chief. Finance Manager

6 Subordinate Finance officer
7 Roles & responsibilites 7.1 Managing Cash Flow
7.1.1 Manage the cash flow
7.1.2Supervise financial transactions
7.2 Maintaining Spreadsheet
Financial staff and heads of departments to
ensure spreadsheets are up to date each
month and at year end

7.3 Updating Finance for purchases Requests

Update records for financial requests for
purchase orders, making sure all documents
are accurate.
7.4 Obtaining Financial Data from Teams
Develop strategic plans and to brainstorm
ways of reducing spending and increasing
profits.
Qualification & skills
8 8.1 PGDM/MBA FINANCE
required

8.2 2-3 years of experience

8.3 Good track record of hiring lower and middle

level

9 Skills Required *Communication

*Analytical skill
*Database software
*Organization skill
*Integrity
9 CTC 9-10 Lac Per Annum
10 Position holder : Recruiter / HR Executive

44
 Name: Ritika Dasgupta
Signature:

6.Analyze the background verification process of the organization

Background verification is a process many organizations carry out in order to verify the
information provided by the candidate during hiring. It involves various checks in which the
employer will go through your education records,
• Past employer details,
• Identity checks
• Resume checks
• Address checks.

7.Design onboarding formalities and documents required for joining

Company
Rules
Tour of Role &
Workplace Expectation
s

Introduction Security
to team INDUCTION
PROCESS

Health &
Meet & Safety
Greet
Training &
Employee Development
benefit

45
8.Background Verification Process-

Back ground Verification for Finance manager-

Background verification is a process many organizations carry out in order to verify the
information provided by the candidate during hiring. It involves various checks in which the
employer will go through your education records,
• Past employer details,
• Identity checks
• Resume checks
• Address checks

9.Documents Required for New Jonnies-

Finance Manager
Bachelor's degree in Finance or Accounting; CPA a plus
5-8 years of experience in accounting and/or financial analysis
Ability to synthesize large quantities of complex data into actionable information
Ability to work and effectively communicate with senior-level business partners
Excellent business judgment, analytical, and decision-making skills
Knowledge of financial reporting and data mining tools such as SQL, Access, etc.
Strong demonstrated use of Excel, Word, and PowerPoint

10. Candidate Engagement Process-

1) Make Candidate feel better about your brand.

2) Nurture your work.
3) Follow-up with Candidates.
4) Have an eassy Application Process.
5) Use Chatbots.
6) Distribute Activites.

11.Training Method for FINANCE MANAGER:

Profile- Financial Manager.

For this Designation On-The job Training is Needed Because for this Profile 50% Training and
50% Practice is Required at the same Point.
On – The job Training:
In this Bajaj IDFC First Bank used two different methood-
1) Coaching-
It’s a one to one traning process taking place by line manager .
2) In Mentoring-
Training is given on development of employee attitude Used for managerial
employeesMentoring is always done by a senior inside person.
3) In Understudy-
Superior gives a traning to their subordinate.
Those three process is nedded for the improvement of financial manager performance.

46
12.Training Process or Model Finance Manager in Bajaj IDFC First Bank-

Responsible for implementation of production process and Procedures, Leading Productivity

improvements with Project based activities, including new product introduction and
manufacturing cell design to reduce waste, improve quality and safety and reduce Operating
cost.
KRICKPATRIC MODEL-
Bajaj IDFC First Bank used Krickpatric model for their employees overall progess.
This process is divided into three parts.
Model -
Kirkpatrick Model

Reaction Learning Behaviour Result

47
Major tasks. Training/s kills How
development If yes, Who to
of position will this
required? ident When? organize?
be
ify Training
Y N achieve
what provider?
d?
traini
(e.g., on the
ng
job, external
needs
training)
exist
Business Yes Compani On the job- As per the
Communication es’ JIT company
skills various Preference
products

(Website)
Analytical Yes Domain On the job- As per the
skills based JIT & company
Roleplay Preference
Interpersonal No NA NA NA NA
skills
Proficiency Yes Domain On the job- As per the
with content based JIT company
management Training Preference
software

Traning Calender-
Profile- Finance Manager

48
c 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 23 24 27 28
January Financial Equation Financial Accounting
February Analyse Annual Report
March Fraud Control Management
Aoril Excel
May Earning Manipulation
June Communication
July Speech Clarity
August Analysis in different Industries
September Sales and Marketing
Octobor Corporate Governence
November Administration and Management
December Communications and Media

What do we hope to accomplish in the upcoming time frame?

After the training process is complete, we anticipate that the candidate will be knowledgeable
about the various parameters and practises, as well as the products offered by the various
companies. They should also be able to demonstrate a strong command of the strategies and
tactics used in customer relationship management.

Where do you think your career will be in two years, according to you or us?
We believe the individual should be qualified to obtain a position as a senior content developer
or assistant manager within the following two years.
How are we going to accomplish this?
We will continue to evaluate candidates on a regular basis and will be giving them training as
needed in order to accomplish these short-term objectives.
What will the business need to do to help you achieve your professional goals?
constant direction and instruction as needed.

49
 13.PMS PROCESS IN BAJAJ IDFC FIRST BANK-

Company, Department, individual, Manager plan.

PERFORMANCE Planning Employee Work Systematically with

MANAGEMENT Objectives.
SYSTEM

Implement, monitor and evaluate the work.

Rewards and Recognition- Motivation Factors to

retain potential Employee.

50
 Modern Methods

MBO E-PERFORMANCE MONITORING

BARS
360 DEGREE
ASSESSMENT CENTRE 720 DEGREE

Bajaj IDFC First Bank used 360 degree performance management apprisal system

51
 JD OF TALENT ACQUISITION ( BFSI SECTOR)
1 Business Unit Finance
2 Job Tile Asst. Finance Manager
3 Incumbent Name Chief. Finance Manager

To assist in the development performance and maintenance of the financial activities of the
4 Main purpose of the job
organisation

5 Supervisor Chief. Finance Manager

6 Subordinate Finance officer
7 Roles & responsibilites 7.1 Managing Cash Flow
7.1.1 Manage the cash flow
7.1.2Supervise financial transactions

7.2 Maintaining Spreadsheet

Financial staff and heads of departments to ensure spreadsheets are up to date each month
and at year end

7.3 Updating Finance for purchases Requests

Update records for financial requests for purchase orders, making sure all documents are
accurate.
7.4 Obtaining Financial Data from Teams
Develop strategic plans and to brainstorm ways of reducing spending and increasing profits.
Qualification & skills
8 8.1 PGDM/MBA FINANCE
required

8.2 2-3 years of experience

8.3 Good track record of hiring lower and middle level

9 Skills Required *Communication

*Analytical skill
*Database software
*Organization skill
*Integrity
9 CTC 9-10 Lac Per Annum

52
 10 Position holder : Recruiter / HR Executive
Name: RITIKA DASGUPTA
Signature:

Job Title - Ast. Finance Manager Employee Name - Mr. Raghu Supervised By - Ms. Swetha
Key Result Area (KRA) Unit Specific Goals Weightage Timeline/
Sr. No
(a) of (c) (d) % Target Date
1 7.1 Managing Cash Flow Actu Manage the cash flow
20% Yearly
Supervise financial transactions
2 7.2 Maintaining Spreadsheet Actu Update
Financiarecords
l staff and heads ofrequests
for financial departments to ensureorders,
for purchase spreadsheets areallup to date 20%
making sure each monthQuarterly
and at year end
3 7.3 Updating Finance for purchases Actu documents are accurate. 20% Monthly
Actu
4 40% Yearly
7.4 Obtaining Financial Data from Teams
al vs Develop strategic plans and to brainstorm ways of reducing spending and increasing profits.
100%

Name: Mr. Raghav Grade: Grade D1esignation:Ast. Finance Manager

Variabl
Department: finance Location: Pune 400000
e
Weig Target Variabl Performance Variable
S. No. KRA Specific Goal(s) / Objective(s)
htage Date for e Pay at Rating / % Salary
Manage the cash flow
1 7.1 Managing Cash Flow 20% Yearly 100000 98% 98000
Supervise financial transactions
7.2 Maintaining Financial staff and heads of departments to ensure spreadsheets are Quarte
2 up to date each month and at year end
20% 70000 93% 65100
Spreadsheet rly
7.3 Updating Finance for Update records for financial requests for purchase orders, making sure Monthl
3 20% 80000 90% 72000
purchases Requests all documents are accurate. y
4 7.4 Obtaining Financial Data Develop
from Teams
strategic plans and to brainstorm w ays of reducing spending and40% Yearlyprofits.150000
increasing 88% 132000
Total #### 400000 367100

14.Employee benefit in Bajaj IDFC First Bank-

Sick Leave, Maternity & Paternity Leave.

Paid time off, health coverage, and soft skill training are also included.
Homework, group outings.
These benefits are offered to Bajaj IDFC First Bank workers.

53
15.Analyse Rewards and Recognition of the Organization-
They strive to be an organization where our people can thrive and accomplish their goals. With
a spear-headed focus on development. Innovation, and well-being. We hire people amongst the
best in the business. We believe in a collaborative and high-performing culture where we
provided equal opportunities to one and all. We are proud to be recognised as a great place to
work.

16.Statutory benefits in Bajaj IDFC First Bank-

• GATURITY
• STATE INSURANCE
• PROVIDENT FUND
• MINIMUM WAGES
• MATERNITY LEAVE
• MANDATORY LEAVE

17.HRIS Software tool used in organization-

HRIS systems function by combining several HR functions into a single, shared system that
delivers reports throughout the entire platform. An example of a common scenario would be the
dissemination of employee data to payroll, benefits, and time and attendance once it has been
input during onboarding.

54
 CONCLUSION:

The Project was done to compare the performance of the bank IDFC in BFSI sector with its
competitors. The study has been able us to accomplish its objectives, by thoroughly analyzing
and identifying the competitive position of IDFC bank, strength and weakness of various
insurance covers among the clients. The outcome of the study had s proves the product i dealt
with is growing in the company gradually and is performing outstanding as compared to others
and its a well reputed company.
It is concluded that the company could initiate various steps based on the recommendations
and also adopt more methods to strategize its product. The finance and HR part helped to know
more about the organization how it works.

55