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South Indian Bank

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South Indian Bank
EXECUTIVE SUMMARY

The study was conducted in South Indian Bank, Hampankatta branch. South Indian bank (SIB) is a leading commercial private sector bank in India. On 29th January 1929, South Indian Bank was brought to life by an ensemble of entrepreneurs at Trissur, in Kerala. The Hampankatta branch was started in 1966 with 1 manager and 3 staff. The huge number of Keralites in Mangalore was one of the main reasons of starting SIB branch here. The bank has a remarkable growth since its beginning now it is a Assistant General Manager 's branch. This bank is functioning under the SIB regional office Bangalore. The topic Selected for this project is "A Study on the effectiveness of Marketing Strategies of South Indian Bank Hampankatta branch.” In order to select samples for the survey 4 places in Mangalore were selected, i.e., Kankanady, Thokkottu, Hampankatta, Jyothi, Lady Hill.. Totally 100 respondents were selected for survey.
The following are the key findings: * SIB is providing latest banking facilities with high customer satisfaction. * From the survey it is identified that SIB is facing a huge competitions from other banks. * Most of the competitors have same portfolio of South Indian Bank. * Majority of the respondents are not aware of SIB, Hampankatta branch as well as the various services provided by the South Indian Bank. * SIB, Hampankatta branch is not much focusing on marketing of its products and services. * SIB has got only 2 branches in Mangalore. * ATM counters of SIB is not so common.

CHAPTER-1
INTRODUCTION

1.1 INTRODUCTION
South Indian Bank started its branch in Hampankatta in 1966. Almost all the banks have got well established branches in Hampankatta/Mangalore. There are 32 different banks in Mangalore, both nationalized and private banks. So that the competition between the banks are high. The SIB branch is also facing a huge competition from other banks in the case of deposits, loans as well



References: 2. D.M.Mithani (2000)- Money, Banking, International Trade And Public Finance 3

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