Ch Institute of Management and Commerce

Total Page:16

File Type:pdf, Size:1020Kb

Ch Institute of Management and Commerce CH INSTITUTE OF MANAGEMENT AND COMMERCE „A STUDY OF THIRD PARTY PRODUCTS AND WEALTH MANAGEMENT ACTIVITIES IN HDFC BANK‟ As a Partial Fulfillment For the Degree of Post Graduate Diploma in Management (PGDM) Reporting Officer: Submitted By: Rashmi Singh Konark Jain 1 CERTIFICATE This is to certify that Konark Jain of PGDM in CHInstitute of Management and Commerce, Indore has carried out a Major Research Project titled “A STUDY OF THIRD PARTY PRODUCTS AND WEALTH MANAGEMENT ACTIVITIES IN HDFC BANK”. The work done by him is genuine and authentic. The work carried out by the student was found satisfactory. I wish him all the success in career. Date: - Reporting Officer Place: - Rashmi Singh HDFC Bank. Indore 2 ACKNOWLEDGEMENT This research was made possible as per the requirement of the PGDM course under CHInstitute of Management and Commerce. Many individual took interest and were supportive of my effort. In fact, many have given me their time generously and it is not possible to mentionall of them here and there act of goodness. I take the opportunity to place and record my deep sense of gratitude to all who have helped me in completion of my study. I express my heartiest thanks to Rashmi Singh who took keen interest towards my project and provided me with deep insight on importance of mutual fund awareness. I also humbly thank my friends and batch mates for their generous participation in the data collection process. 3 Introduction 4 A Third-Party Product: - A third party products refers to a product that's produced by a company other than Apple. Usually, third-party products are supported by the company that made them. If you need help with a third-party product, contact the company who made the product instead of Apple. Apple does support some third-party products that come with an Apple computer. Who are the first and second party? Technically speaking, Apple is the “first party.” “Second party" usually refers to the person using the product.” Example of third party products:- Mutual fund, life Insurance, General Insurance, Health Insurance. Wealth Management:- A professional service which is the combination of financial/investment advice, accounting/tax services, and legal/estate planning for one fee. Wealth management services are provided by banks, professional trust companies, and brokerages. For those with sizeable assets [usually over $500,000], professional wealth management can help you plan your estate or invest your assets based on personal criteria and financial goals. Mutual Fund:- A mutual fund is a professionally managed type of collective investment scheme that pools money from many investors to buy stocks, bonds, short-term money market instruments, and/or other securities. They offer investors a variety of goals, depending on the fund and its investment charter. Some funds, for example, seek to generate income on a regular basis. Others seek to preserve an investor's money. Still others seek to invest in companies that are growing at a rapid pace. Funds can impose a sales charge, or load, on investors when they buy or sell shares. Many funds these days are no load and impose no sales charge. Mutual funds are investment companies regulated by the Investment Company Act of 1940. Related: open-end fund, closed-end fund. Concept of mutual funds A mutual fundis a trust that pools the savings of a no. of investors, who share a common financial goal. The money thus collected is then invested in capital market instruments such as shares, debentures and other securities. The income earned through these investments and the capital appreciations realized are shared by its unit holders in proportion to the number of units owned by them. Thus a mutual fund is the most suitable investment for the common man as it offers an opportunity to invest in diversified, professionally managed basket of securities at a relatively low cost. 5 History of the Indian Mutual Fund Industry The origin of the mutual fund industry in India was with the formation of UTI in the year 1963, at the initiative of the reserve bank and Government of India. Though the growth was slow, but it accelerated from the year 1987 when non-UTI players entered the industry. In the past decade, Indian mutual fund industry had seen dramatic improvements, both quality wise as well as quantity wise. It has seen 218.5% increases in assets under their management from 2003 to 2007(May 31st), 38 fund houses managing Rs. 3, 87,896 crores (May 31st, 2008). The main reason of its slow growth initially, was because mutual fund industry was new in India. I experienced that lot of investors are aware of mutual fund and how does it work but still they are not aware of how does it function and how does the investments decision take place. DIFFERENT PHASES OF MUTUAL FUND INDUSTRY First Phase: 1964-87 (Growth of Unit Trust of India) Unit Trust of India (UTI) was established in 1963 by an act of Parliament. It was set up by the RBI and functioned under the Regulatory and administrative control of RBI. In 1978 UTI was De-linked from the RBI and IDBI took over the regulatory and administrative control in place of RBI. The first scheme launched by UTI was unit scheme in 1964. At the end of 1988 UTI had Rs. 6,700 crores of assets under management. Second Phase: 1987-1993 (Entry of Public sector funds) 1987 marked the entry of non- UTI, public sector mutual funds set up by PSU banks and LIC& GIC. SBI Mutual fund was the first non- UTI Mutual fund established in June 1987 followed by can bank mutual fund (Dec87), Punjab National Bank Fund (Aug 89), Indian Bank (Nov 89), Bank of India (Jun90), Bank of Baroda (Oct 92), LIC established its mutual fund in June 1989 while GIC had established its mutual fund in December 1990.at the end of 1993 the mutual fund industry had assets under management of Rs. 47,004 cores. Third Phase: 1993-1996 (Entry of Private Sector Funds) 6 With the entry of private sector funds in 1993, a new era started in the Indian Mutual Fund industry, giving the Indian investors a wider choice of fund families. Also, 1993 was the year in which the first mutual fund regulations came into being, under which all mutual funds, except UTI were to be registered and governed. The erstwhile Kothari Pioneer (now merged with Franklin Templeton) was the first private sector mutual fund to be registered in July 1993.The 1993 SEBI (Mutual Fund) Regulations were substituted by a more comprehensive and revised mutual fund regulations in 1996. The industry now functions under the SEBI (Mutual Fund) Regulations 1996.The number of mutual houses went on increasing, with many foreign mutual funds setting up in India and also the industry had witnessed several mergers and acquisitions. Fourth Phase: 1996-1999 (Growth and SEBI Regulation) From here onwards mutual fund industry in India saw tighter regulations and higher growth. Competition arises because of deregulation and liberalization of the Indian economy. Measures were taken both by SEBI to protect the investor, and the government to enhance the investors returns through tax benefits. NOTE: In 1996 SEBI introduced comprehensive set of regulation for all mutual fund companies operating in India. During this phase both SEBI and AMFI launched various investor awareness campaigns aimed at educating the investors about the investment through mutual fund. Fifth Phase: 1999-2004 (Emergence of uniform industry) In1999, dividends from mutual funds were tax exempt in the hands of the investors. In Feb 2003, UTI act was repealed. UTI no longer has special legal status as a trust established by an act of parliament. Instead it has to adopt the same structure as any fund in India-a trust and an AMC. NOTE: UTI mutual fund is the present name of the erstwhile Unit Trust of India. 7 Phase Sixth: 2004 onwards (Consolidation and growth) As at the end of May 2007, there were 38 fund houses. Now it is the time to strengthen what is the best channel to invest your funds. The stage is set for growth through consolidation and new entry both in international and private sectors. TYPES OF MUTUAL FUNDS There are a number of mutual funds to suit the needs and preferences of investors. The choice of the fund is linked to the demand of the investor. The earning objective of investor helps in deciding the types of funds where investment should be done. To achieve the differing objective of investors, mutual funds adopt different strategies and accordingly offer different schemes of investment. According to structure: The most important classification of mutual fund is on the basis of the structure of their operations as all types of mutual funds fall under this classification. Accordingly, to this scheme, the mutual funds can be divided into three categories, i.e. open ended funds, close-ended funds and the interval funds. Open-ended schemes Open-ended scheme means a scheme of mutual fund, which offers units for sale without specifying any duration for redemption. These schemes do not have a fixed maturity and entry or exit to the fund is always open to the investors who can subscribe at any time. The fund redeems or repurchases the units or shares at periodically announced rates. First, open-end mutual fund shares are priced at their net asset value (NAV) , which are computed on a daily basis when market is closed. These repurchase rates are based upon the net current assets of the fund. Thus, Open-ended funds provide better liquidity to the investors.
Recommended publications
  • 12. Existing Mergers and Acquisitions in Banking Sector
    1.Executive Summary Merger - It's the most talked about term today creating lot of excitement and speculative activity in the markets. But before Mergers & Acquisitions (M&A) activity speeds up, it has to actually pass through a long chain of procedures (both legal and financial), which at times delays the deal. With the liberalization of the Indian economy in 1991, restrictions on Mergers and Acquisitions have been lowered. The numbers of Mergers and Acquisitions have increased many times in the last decade compared to the slack period of 1970-80s when legal hurdles trimmed the M&A growth. To put things in perspective, from 15 mergers in 1998, the number crossed to over 280 in FY01. With a downturn in the capital markets, valuations have come down to historic lows. It's high time that the consolidation game speeds up. In simple terms, a merger means blending of two or more existing undertakings into one, consequent to which each undertaking would lose their separate identity. The most common reasons for mergers are, operating synergies, market expansion, diversification, growth, consolidation of production capacities and tax savings. However, these are just some of the illustrations and not the exhaustive benefits. However, before the idea of Merger and Acquisition crystallizes, the firm needs to understand its own capabilities and industry position. It also needs to know the same about the other firms it seeks to tie up with, to get a real benefit from a merger. Globalization has increased the competitive pressure in the markets. In a highly challenging environment a strong reason for merger and acquisition is a desire 1 to survive.
    [Show full text]
  • Technology Financials
    Sector UpdateSector | 22 Update November | Financials 2020 Financials Technology RBI releases the Report of the Internal Working Group to Review RBI report on private sector banks’ ownership Extant Ownership Guidelines and Market share gains to accelerate for private sector banks Corporate Structure for Indian Private Sector Banks We view the RBI’s Internal Working Group (IWG) report related to the ownership of private sector banks as progressive in nature. a) Suggestions for corporate/industrial houses on how to get a banking license and b) allowing NBFCs (even belonging to industrial houses) above asset sizes of INR500b to get banking licenses would increase healthy competition, making the banking system more efficient, reducing intermediation cost, and ultimately increasing credit penetration in the system. Over the last five years, private sector banks have rapidly gained market share to ~30% (2020) from ~18% (2015), and we see this trend accelerating at a faster pace now. M&A opportunities may also increase in the system as corporates with deep pockets may adopt this route rather than building from scratch. Fit and proper criteria, increased surveillance on group entities, the maximum allowed promoter shareholding, and regulatory cost of CRR, SLR, etc. have been the key considerations thus far for applying and granting banking licenses. It remains to be seen how corporate India, NBFCs, and the RBI would approach the matter this time around, once final guidelines are out. Prima facie, we see IDFC Ltd, Bajaj Finance, L&TFH, Equitas, and Ujjivan to be key beneficiaries. Long-awaited opportunity for corporate/industrial houses One of the key suggestions in the report is to provide an opportunity for NBFCs with greater than INR500b corporate/industrial houses to get a share of the growing banking system pie.
    [Show full text]
  • India Knowledge@Wharton 1 Feb 2012.Cdr
    February 01, 2012 Can YES Bank, India's Youngest and Fastest-Growing Bank, Be a Model for Newer Entrants? Published: February 01, 2012 in India Knowledge@Wharton In the first flush of liberalization post 1991, the Reserve Bank of other banks became more conservative. Kapoor, who did not have India (RBI) also imbibed some of the spirit of reform and opened up legacy issues to deal with, decided to press on the accelerator. He a trifle. New banking licenses were issued to several aspirants. But increased the number of branches, invested in the brand, continued many of those banks collapsed and ultimately had to be rescued by with hiring, intensified product management and customer the system. HDFC Bank (itself a new licensee) had to take over relationship. Most importantly in a money market that was almost Times Bank and Centurion Bank of Punjab. Global Trust Bank ran frozen, he showed risk appetite. into serious ethics issues and had to be merged with Oriental Bank of Commerce. And CRB Capital Markets, which was issued a “We were somewhat shaken and disturbed [by the crisis] because it banking license, never took off; the institution's chairman, C.R. was so early in the life [of the bank], but we also realized that it was a Bhansali, was arrested for various scams. great opportunity to acquire new customers and build confidence," Kapoor says. Jaideep Iyer, YES Bank's president of financial Currently, the RBI is set to issue a new set of licenses. The responses management, adds: "Given our scale and size we offered to the white paper on new guidelines are in.
    [Show full text]
  • Do Bank Mergers, a Panacea for Indian Banking Ailment - an Empirical Study of World’S Experience
    IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 21, Issue 10. Series. V (October. 2019), PP 01-08 www.iosrjournals.org Do Bank Mergers, A Panacea For Indian Banking Ailment - An Empirical Study Of World’s Experience G.V.L.Narasamamba Corresponding Author: G.V.L.Narasamamba ABSTRACT: In the changed scenario of world, with globalization, the need for strong financial systems in different countries, to compete with their global partners successfully, has become the need of the hour. It’s not an exception for India also. A strong financial system is possible for a country with its strong banking system only. But unfortunately the banking systems of many emerging economies are fragmented in terms of the number and size of institutions, ownership patterns, competitiveness, use of modern technology, and other structural features. Most of the Asian Banks are family owned whereas in Latin America and Central Europe, banks were historically owned by the government. Some commercial banks in emerging economies are at the cutting edge of technology and financial innovation, but many are struggling with management of credit and liquidity risks. Banking crises in many countries have weakened the financial systems. In this context, the natural alternative emerged was to improve the structure and efficiency of the banking industry through consolidation and mergers among other financial sector reforms. In India improvement of operational and distribution efficiency of commercial banks has always been an issue for discussion for the Indian policy makers. Government of India in consultation with RBI has, over the years, appointed several committees to suggest structural changes towards this objective.
    [Show full text]
  • A Study on Merger of ICICI Bank and Bank of Rajasthan
    SUMEDHA Journal of Management A Study on Merger of ICICI Bank and Bank of Rajasthan – Achini Ambika* Abstract The purpose of the present paper is to explore various reasons of merger of ICICI and Bank of Rajasthan. This includes various aspects of bank mergers. It also compares pre and post merger financial performance of merged banks with the help of financial parameters like, Credit to Deposit, Capital Adequacy and Return on Assets, Net Profit margin, Net worth, Ratio. Through literature Review it comes know that most of the work done high lightened the impact of merger and Acquisition on different companies. The data of Merger and Acquisitions since economic liberalization are collected for a set of various financial parameters. Paired T-test used for testing the statistical significance and this test is applied not only for ratio analysis but also effect of merger on the performance of banks. This performance being tested on the basis of two grounds i.e., Pre-merger and Post- merger. Finally the study indicates that the banks have been positively affected by the event of merger. Keywords : Mergers & Acquisition, Banking, Financial Performance, Financial Parameters. Introduction The main roles of Banks are Economics growth, Expansion of the economy and provide funds for investment. The Indian banking sector can be divided into two eras, the liberalization era and the post liberalization era. In the pre liberalization era government of India nationalized 14 banks as 19th July 1965 and later on 6 more commercial Banks were nationalized as 15th April 1980. In the year 1993 government merged the new banks of India and Punjab National banks and this was the only merged between nationalized Banks after that the number of Nationalized Banks reduces from 20 to 19.
    [Show full text]
  • PRODUCT PROFILE of ICICI BANK ICICI Bank Is the Second Largest Bank in India with Total Assets of of Rs
    IJRIM Volume 2, Issue 12 (December 2012) (ISSN 2231-4334) IMPACT OF MERGERS AND ACQUISITION IN INDIAN BANKING SECTOR (A CASE OF ICICI BANK AND BANK OF RASJASTHAN) Dr. Deepak Sahni* Soniya Mehandiratta** ABSTRACT Mergers and Acquisition have become very popular throughout the world in the recent times. This has become popular due to globalization, liberalization, technological developments and intensely competitive business environment. Mergers and acquisition are a big part of corporate finance world. This process is extensively used for restructuring the business organization. The present paper studies the reasons for the merger of ICICI bank and Bank of Rajasthan. The aim of the paper is to study the impact of merger on the operating profit of the ICICI Bank. The analysis consists of two phases first is the pre-merger and second is the post-merge. Keywords: Acquisition, restructuring *Professor in Finance, Shri Guru Ram Rai Institute of Technology & Sciences **Research Scholar, Uttarakhand Technical University International Journal of Research in IT & Management 44 http://www.mairec.org IJRIM Volume 2, Issue 12 (December 2012) (ISSN 2231-4334) 1.1 INTRODUCTION India is fastest growing economies in the world. All of we know that Bank is an institution which is dealing in money. In the recent past, the Indian banking system has been undergoing major changes that have affected both its structure and the nature of strategic interaction among banking institutions. It has also been observed that Indian banking industry is moving from traditional savings and lending functions to other services as well such as financial services, securities trading, Insurance etc.
    [Show full text]
  • View Annual Report
    Experiential Leadership Enabling Personalized Customer Journeys Through Technology Annual Report 2017-18 HIGHLIGHTS Net Profit 17,487 crore An increase of 20.2% compared to the previous year. Balance Sheet Size 1,063,934 crore An increase of 23.2% compared to the previous year. Total Deposits 788,771 crore An increase of 22.5% compared to the previous year. Total Advances 658,333 crore An increase of 18.7% compared to the previous year. Capital Adequacy Ratio 14.8% Tier I Capital Ratio 13.2% Gross Non-performing Assets 1.30% of Gross Advances Network Banking outlets: 4,787 ATMs: 12,635 Cities/Towns: 2,691 TABLE OF CONTENTS Board and Management 2 AGM and Record Date Details 5 Evolving into an Experience Business, Digitally 6 Parivartan – A Step towards Progress 10 Working with the Government 12 Graphical Highlights 14 Financial Highlights 18 Directors’ Report 20 Independent Auditors’ Report 77 Financial Statements 80 Basel III- Pillar 3 Disclosures 155 Independent Auditors’ Report for 156 Consolidated Financial Statements Consolidated Financial Statements 160 Secretarial Auditor’s Certificate 209 on Corporate Governance Corporate Governance 210 Shareholder Information 234 BOARD AND MANAGEMENT BOARD OF DIRECTORS Shyamala Gopinath Bobby Parikh Partho Datta Malay Patel Chairperson Umesh Chandra Srikanth Nadhamuni Keki Mistry Sarangi Aditya Puri Paresh Sukthankar Kaizad Bharucha Managing Director Deputy Managing Director Executive Director KEY MANAGERIAL PERSONS Aditya Puri Paresh Sukthankar Kaizad Bharucha Managing Director Deputy Managing Director
    [Show full text]
  • Lessons for Eu Integration from Us History
    LESSONS FOR EU INTEGRATION FROM US HISTORY Jacob Funk Kirkegaard and Adam S. Posen, editors Report to the European Commission under Tender Reference 2016: ECFIN 004/A Washington, DC January 2018 © 2018 European Commission. All rights reserved. The Peterson Institute for International Economics is a private nonpartisan, nonprofit institution for rigorous, intellectually open, and indepth study and discussion of international economic policy. Its purpose is to identify and analyze important issues to make globalization beneficial and sustainable for the people of the United States and the world, and then to develop and communicate practical new approaches for dealing with them. Its work is funded by a highly diverse group of philanthropic foundations, private corporations, and interested individuals, as well as income on its capital fund. About 35 percent of the Institute’s resources in its latest fiscal year were provided by contributors from outside the United States. Funders are not given the right to final review of a publication prior to its release. A list of all financial supporters is posted at https://piie.com/sites/default/files/supporters.pdf. Table of Contents 1 Realistic European Integration in Light of US Economic History 2 Jacob Funk Kirkegaard and Adam S. Posen 2 A More Perfect (Fiscal) Union: US Experience in Establishing a 16 Continent‐Sized Fiscal Union and Its Key Elements Most Relevant to the Euro Area Jacob Funk Kirkegaard 3 Federalizing a Central Bank: A Comparative Study of the Early 108 Years of the Federal Reserve and the European Central Bank Jérémie Cohen‐Setton and Shahin Vallée 4 The Long Road to a US Banking Union: Lessons for Europe 143 Anna Gelpern and Nicolas Véron 5 The Synchronization of US Regional Business Cycles: Evidence 185 from Retail Sales, 1919–62 Jérémie Cohen‐Setton and Egor Gornostay 1 Realistic European Integration in Light of US Economic History Jacob Funk Kirkegaard and Adam S.
    [Show full text]
  • THE COST of CASH in INDIA INSTITUTE for BUSINESS in the GLOBAL CONTEXT Ii
    THE INSTITUTE FOR BUSINESS IN THE GLOBAL CONTEXT THE COST OF CASH IN INDIA INSTITUTE FOR BUSINESS IN THE GLOBAL CONTEXT II THE INSTITUTE FOR BUSINESS IN THE GLOBAL CONTEXT ABOUT THE INSTITUTE FOR BUSINESS IN THE GLOBAL CONTEXT The Institute for Business in the Global Context (IBGC) connects the world of business to the world. It is the hub for international business at The Fletcher School at Tufts Universi- ty, the oldest exclusively graduate school of international affairs in the United States. The Institute takes an interdisciplinary and international approach, preparing global leaders who can cross borders of many kinds and integrate business skills with essential contex- tual intelligence. The Institute is organized around four core activity areas: education, research, dialogue, and a lab. The Master of International Business degree and executive education offerings, coupled with original research in the areas of inclusive growth, in- novation, and global capital flows, facilitate vibrant conferences, symposia, and speaker dialogues. IBGC gratefully acknowledges support from The Bill & Melinda Gates Foun- dation, Citi Foundation, Chicago Bridge & Iron, The Global Fund, Hitachi Corporation, Hitachi Research Institute, K&L Gates, MasterCard Foundation, MasterCard Worldwide, Oliver Wyman, The Rockefeller Foundation, Dr. Thomas Schmidheiny, State Street Cor- poration, and Tata Group. ABOUT THE NATIONAL INSTITUTE FOR BANK MANAGEMENT National Institute of Bank Management (NIBM) is a premier institution for research, train- ing, and consultancy in the field of banking and finance in India. NIBM was established in 1969 by the Reserve Bank of India (Central Bank of India), in consultation with the Government of India, as an autonomous apex institution.
    [Show full text]
  • Banking Services and Customer Satisfaction – a Study on Private Banking Sector (With Special Reference to Icici Bank in Coimbatore)
    AEGAEUM JOURNAL ISSN NO: 0776-3808 BANKING SERVICES AND CUSTOMER SATISFACTION – A STUDY ON PRIVATE BANKING SECTOR (WITH SPECIAL REFERENCE TO ICICI BANK IN COIMBATORE) Ms. Gowri Assistant Professor On Commerce, Rathinam College Of Arts And Science, Coimbatore, Tamil Nadu, India. Mail Id [email protected] Abstract Banking industry plays a pivotal role in our economic development. Banks act as catalyst in India is planning efforts to bring about a rabid, purposive. Bank sector has Positive and significant change in the development of agriculture and industry. Customer services in bank means satisfying the needs of the customers at the right time and in a right manner. Today a customer service is one of the very important facts of banking industry. No bank can grow well without satisfying most of its customers most of the times. Bank cannot progress without customer. Customers are basic raw materials in all banks. One unsatisfied customer drives away then other customer. If banks have to stand in competition, the only way out is good customer service, “salesmanship” and “courtesy” should be the two keywords for the staff at the banks. The services of the bank are very important not only to the customer services of the bank are very important not only to the customer but the nation also. In this study effort have been measured the effectiveness. Key Words: Economic Development-Customer Service in Bank INTRODUCTION Bank customer is a person whose money has been accepted by the bank on ground that the bank undertakes to the honor cheques up to the amount standing it his credit, irrespective of whether his connection is of long or short standing.
    [Show full text]
  • Corporate Presentation – Q1 FY21 Disclaimer
    Corporate Presentation – Q1 FY21 Disclaimer This presentation has been prepared by and is the sole responsibility of IDFC FIRST Bank (together with its subsidiaries, referred to as the “Company”). By accessing this presentation, you are agreeing to be bound by the trailing restrictions. This presentation does not constitute or form part of any offer or invitation or inducement to sell or issue, or any solicitation of any offer or recommendation to purchase or subscribe for, any securities of the Company, nor shall it or any part of it or the fact of its distribution form the basis of, or be relied on in connection with, any contractor commitment therefore. In particular, this presentation is not intended to be a prospectus or offer document under the applicable laws of any jurisdiction, including India. No representation or warranty, express or implied, is made as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or opinions contained in this presentation. Such information and opinions are in all events not current after the date of this presentation. There is no obligation to update, modify or amend this communication or to otherwise notify the recipient if information, opinion, projection, forecast or estimate set forth herein, changes or subsequently becomes inaccurate. Certain statements contained in this presentation that are not statements of historical fact constitute “forward-looking statements.” You can generally identify forward-looking statements by terminology such as “aim”, “anticipate”, “believe”, “continue”, “could”, “estimate”, “expect”, “intend”, “may”, “objective”, “goal”, “plan”, “potential”, “project”, “pursue”, “shall”, “should”, “will”, “would”, or other words or phrases of similar import.
    [Show full text]
  • Summer Project Report on Establishing a Strong Digital Footprint
    SUMMER PROJECT REPORT ON ESTABLISHING A STRONG DIGITAL FOOTPRINT PREPARED FOR AND PRESENTED TO UNDER THE GUIDANCE OF MOHD SHARIQ KHAN BHUMIKA TREHAN Submitted in partial fulfilment for the award of degree of Masters of Business Administration from A P J ABDUL KALAM TECHNICAL UNIVERSITY. BY RASHMI SHRIVASTAVA (1413170101) ICCMRT ACKNOWLEDGEMENT The internship opportunity I had with Housing Development and Finance Corporation (HDFC) was a great chance of learning and professional development. Therefore, I consider myself fortunate and also grateful for having a chance to meet so many wonderful people and professionals who led me through this internship period. I am using this opportunity to express my deepest gratitude and special thanks to the Branch Manager of this company MD. SHARIQ KHAN, who in spite of being extraordinarily busy with his duties, took time out to hear, guide and keep me on the correct path and allowing me to carry out my project at their esteemed organization during the internship. I express my deepest thanks to MR. RAHUL JAIN (BACKUP BRANCH MANAGER) for taking part in useful decision and giving necessary advices and guidance to make my work easier. I choose this moment to acknowledge his contribution gratefully. It is my radiant sentiment to place on record, my best regards and deepest sense of gratitude to my faculty coordinator MRS. BHUMIKA TREHAN for her careful and precious guidance which were extremely valuable for my study both theoretically and practically. I would also take this opportunity to express my deepest gratitude towards all the employees of HDFC BANK, AMINABAD BRANCH who have helped me and guided me during the course of my internship.
    [Show full text]