The document discusses strategies for branch heads to acquire new customers and retain existing customers. It focuses on regularly interacting with potential customers, understanding their needs, offering suitable products, maintaining close relationships, resolving complaints promptly, and enhancing the customer experience. The key aspects are acquiring new retail and business leads, increasing products per customer to improve wallet share, conducting market analysis and segmentation to identify focus customer groups, utilizing CRM tools, and promoting upselling/cross-selling opportunities to increase business. Effective complaint resolution and customer-centric service are emphasized to build trust and loyalty over the long run.

1. Role Based Certification Program
Branch Head – Grade A,B & C
Session – Customer Connect & Market Awareness

2. Acquisition of Customers
⮚ Regular interaction / meeting with MCG / LCG branches to generate retail business leads from
Corporate Customers.
⮚ Meeting Branch SME Customers for retail business viz. Salary accounts, Car, Housing, Education,
Personal, Gold Loans, Third Party Products business etc.
⮚ Meeting nearby Government and other departments, Institutions, Firms etc. to open their accounts
and other business.
⮚ Sales call / tele calls on regular basis for understanding and fulfilling Customer needs.
⮚ Contact former Customers (who left / closed the accounts).
⮚ Analysing the reasons of churning of customers and re-connect.
⮚ Contact PPF account holders without Savings Bank account.
⮚ Contact Time Deposits account holders without Savings Bank account.
⮚ Contact Housing Loan Customers without Savings Bank account
⮚ Opening of family members accounts of existing Customers
⮚ Re-connect with missed opportunities / Customers
⮚ Regular contact with HNI Clients/ Govt Officials/ Departments etc.

3. Retaining the existing Customers
• Maintaining close liaison with the assigned Customers to understand their requirements, new plans,
family members’ requirements etc., ways to increase Bank / Branch portfolio
• Greetings on special occasions / Birthday wishes to assigned Customers, it improves emotional
bonding
• Sharing banking updates, offers - if any, information relating to suitable products / services regularly
with the Customers through personal visits / engaging emails / calls etc.
• Analysing the customers profile and suggesting / offering bouquet of products and services as per
their requirements
• Transparency and fair practice in dealing with the Customers, it builds Trust
• Listen and Understand the Customers, anticipate their needs
• Ask for feedback and promptly act on it
• Attending & resolving complaints / issues of assigned Customers
• Promptly and to the satisfaction of the Customers
• Managing difficult situation with customers and providing them resolution as per bank’s guidelines,
information and additional options.

4. Enhancing Customer Experience
❖ Developing and maintaining a welcoming environment in the
Branch
❖ Focus on Branch ambience & cleanliness (also rest rooms, ATMs
etc.)
❖ Proper sitting/waiting arrangement for Customers
❖ Facility of Rest rooms, drinking water etc.
❖ Ease of use for Customers
❖ Mapping the Customer journey and addressing their pain points
❖ One stop solution to Customers
❖ Timely opening & closing of Branch
❖ Floor management
❖ Positive approach & approachable
❖ Honoring the commitments
❖ Ensuring prompt and efficient services

5. ▪ Historically, banks have thrived on the implicit trust of their customers.
▪ The business of banking cannot function without customers, nor can it sustain
without constantly acquiring more.
▪ Complaints may negatively impact customer relationship.
▪ Bank’s commitment to satisfaction and service quality is reflected in the way we
respond when things go wrong for customers.
▪ Effective complaint resolution requires thoughtful procedures for resolving
problems and handling disgruntled customers.
▪ Even a single service problem can destroy customers’ confidence.

6. ▪ Trust is the Bedrock of all relationships, especially those involving money.
▪ Historically, banks have thrived on the implicit trust
of their customers.
▪ The business of banking cannot function without customers,
nor can it sustain without constantly acquiring more.
▪ Complaints may negatively impact customer relationship.
▪ Bank’s commitment to satisfaction and service quality is
reflected in the way we respond when things go wrong for customers.
▪ Effective complaint resolution requires thoughtful procedures for resolving problems and
handling disgruntled customers.
▪ Even a single service problem can destroy customers’ confidence.

7. ▪ In case of service failure, we may have to apologize, repeat the
service to achieve the desired solution, or offer some other
form of compensation to retain customers.
▪ Satisfied customers usually stay longer and
buy more; they tell other people about
their experiences; and they may well
pay a premium for the reassurance
of doing business with a bank they trust.
▪ Winning customers is only half the battle won, the task is not
only to win the customer but also to keep them for lifetime,
this is achieved by gaining their loyalty.

8. Cross Selling
Currently our product per customer is about 2.11
(including debit card as one of the product).
We need target to fulfil all the Banking needs of the
customer. For example an SB a/c holder can be targeted
for SRA products like HL/AL/EL etc, TPD and a
Current a/c customer may be approached for offering
MSME or any other Baking needs.

9. Customer Value Management
1.Value discovery
2.Value delivery
3.Value Realization
It is a win-win proposition for the Bank as well as for the
customer

10. Wallet share enhancement
If we increase number of products per customer, at par
with other private peers, it would result in increasing th
wallet share for each customer.

11. Market Analysis and Market Segmentation
❖SWOT Analysis of Branch
❖Sourcing business – identifying pockets based on market segmentation, other Bank
positioning and differentiating Branch strategy as per requirements
❖Gather information about the Competitors
❖Strengths & weaknesses of Competitors
❖Products & Services they offer, its’ pricing etc.
❖How they deliver the services, any USP
❖Comparison of Products & Services along with
our USP
❖Know our strengths
❖Listen to our Customers to welcome their feedback
❖Be updated about latest banking trends
❖Keep updating technology related information

12. Market
Analysis
❖ SLBC Data
❖ RBI Data
❖ Branch network comparison
❖ Per branch business – Critical parameters
❖ Per employee business – Critical
parameters
❖ USPs – Own and peer comparison

13. Market
Segmentation
❖ It is impossible to target the entire market, because of time, cost and resource
restrictions.
❖ Identify a ‘definable’ group having the potential for profitable business growth.
❖ Identify focus groups having the 80-20 business prospects (80% of business from 20% of
the clients). Focus groups can be Doctors, Chartered Accountants, White Collar Corporate
Employees, PSU Employees, etc.

14. Benefits of Market
Segmentation
Tailor-make marketing initiatives
Identify targeted groups of consumers for
specific products in a way that is attractive to
the group
Identifies opportunities for product pitch
Determine which type of products have the
best chances of gaining a share of a target
market.
Determine market opportunities
Can uncover not only underserved markets, but also
new ways of serving existing market which can be used
to grow your business.

15. Chartered Accountants –
Trusted Partners for the
bank for asset & liability
business.
Flat/Residents Associations
– CMS Products like VAS
and Asset Products like IDBI
Surya Shakti
SRA clients without liability
relationship.
Doctors – Ideal clients for all
products including TPD and
investments.
Newly incorporated Companies
and LLPs listed on MCA
(Ministry of Corporate Affairs)
website.
Focus Groups

16. CVM and CRM (i-Touch CRM usage)
to tap existing customer database to identify
genuine customers and leading sales / RM /
Asset officer team to convert the customer.
Various types of customers and upselling /cross
selling to them. Increasing Wallet Share.
Identifying Customer
Segments In The Branch

18. Avg. CASA balance (Rs.lakh) RTD (Rs. lakh) SRA / NSRA (Rs. lakh) Category
Frequency of visit / calls
(DGM Branches)
Frequency of visit / calls
(Non - DGM Branches)
> Rs.10 lakh > Rs.50 lakh > Rs.100 lakh A Once in 15 days Once in 15 days
> Rs.5 to Rs.10 lakh > Rs.20 to 50 lakh > Rs.75 to 100 lakh B Once in 15 days Once in 15 days
> Rs.2 to Rs.5 lakh > Rs.10 to 20 lakh > Rs.40 to 75 lakh C Once in 30 /45 days Once in 30 days
> Rs.25,000/- to Rs.2 lakh > Rs.5 to 10 lakh > Rs.20 to 40 lakh D Once in 30 /45 days Once in 30 days
Visit / Call frequency based on average balances maintained

19. Utilization of Customer Relationship Management (CRM) and
Customer Value Management (CVM) tools provided by the bank.
CRM & CVM
Identification of
customer segments
based on specific
parameters via I-Touch
CRM
Schedule appointments,
Tele-call and visit by
Branch Head/RMs/AO.
Assign Leads, set
reminders and follow up
calls with the information
gathered.
Check customer 360⁰
view for up-sell/cross-
sell potential.
Initiate campaigns,
Identify specific
product requirements
and meet service
standards.

20. Upsell/Cross-sell/Increase Wallet Share
HL/LAP – Take-over + Top-Up to HNIs with good CIBIL Score
HL/LAP top-up – No DPD clients
Roof top solar (IDBI Suryashakti) to existing clients
PL to payroll accounts, GL to Agri/KCC customers and GL-OD to traders
All SRA/NSRA clients (> Rs.25 Lakh) to have primary liability relationship with IDBI Bank
Creating demand – Solar, Demat, GL-OD, GI to HL/ML clients
Institutional marketing – At least 1 per month
Financial literacy programs (Value Proposition in marketing) – Individual tax planning, NPS, MF, LI, GI

21. Customer Service - Customer Centric Approach
❖ First step in customer service – Give what he/she wants in
acceptable TAT.
❖ Strive for customer Delight by exceeding expectations.
Going the extra mile.
❖ Knowledge is power. Being updated on tax /financial
matter and regulator aspects.
❖ Simple but practical advises:-
• Splitting profit in SENPs, partner salary for partnership
firms
• Depreciation benefit for SEPs.
• Structuring SRA for smart financial planning – Clubbing of
PLs to LAP @ lower EMIs
❖ Strict NO to wrong-selling/mis-selling
❖ Combination of products for TASC accounts –
VAS/IPG/CMS
❖ Enhance branch ambience and create an atmosphere of
hospitality. Indoor plants & lobby management.
❖ Birthday wishes and personalized festival wishes.
❖ A coffee can do magic!

22. Being receptive of
Customer Complaints
Identify cause of complaint
and show empathy.
Adherence to TAT for
resolution/escalation.
Feedback to self/supervisor for
improvement in service.
Avoidance of similar
complaints in future.
Customer Satisfaction
Customer Complaint Management

23. Thank you