1. CGMs’ Conclave 12th to 14th January, 2017
CGM, Ahmedabad
CGM, Bengaluru
CGM, Thiruvananthapuram
CGM, PBBU

2. Agenda Capturing High Value Liability a/cs
Expanding PBB Network & Strengthening Relationship Banking Model
Wealth Management – How to acquire Young & New Customers
SBI Exclusif Rollout : The Way Forward
Making SBI the Preferred Bankers to NRIs
PBBU Advances : Enhancing Portfolio Profitability
Leveraging Non-salaried Customers for growing the Loan Book

3. Capturing High Value Liability A/cs
Focus on marketing Salary Package (SP) Accounts especially targeting IT/Consulting companies, Professional Firms (like CA/Law/ Architect Firms), PSUs, Govt. Bodies etc. through tie ups;
a) Strengthening the KAM/AOT Model b) Worksite marketing / On the spot account opening
c) Dedicated Branches in high potential areas such as Tech/IT/Business Parks/Electronic Cities/SEZs/Govt. Office Complexes like SCOPE/CGO Complex to open SP accounts and handle related business.
Leveraging SBI Exclusif Wealth Management services to attract high end salaried as well as non-salaried customers.
Customer Segmentation and differentiation in value/service proposition based on holding of CASA or TRV or Housing Loan;
a) Offering Relationship Banking to wealth customers and other customers with TRV>30 lakhs (around 2.90 lakh customers)
b) Offering premium cards, concessional and prioritized services, ‘Tatkal’ processing of loan applications etc. to new customers identified as Diamond or Platinum categories and opening SB a/c with higher amount, say balance above Rs. 1 lakh or HL above Rs. 50 lakhs.
Ambience of Defence Banking Branches (DBBs), HNI Intensive and Campus Branches to be improved to ‘Platinum’ Category. A ‘Premier or HNI’ lounge to be set up at these branches exclusively for Defence Officers and HNIs respectively.
Targeting high value Assets and Investments (like PPF, NPS etc.) a/c holders for marketing liability products.
Avg. balance in SB A/cs of customers also having PPF a/cs - Rs. 88,756 as on
No. of PPF customers not having SB a/cs – lakh out of which lakh customers are having balance > Rs. 10 lakh in their PPF a/c.

4. Expanding PBB Network & Strengthening Relationship Banking Model
Shifting focus from transactional banking to relationship banking :–
Existing network of 262 PBBs (+96 PBBs of ABs) and 24 Kohinoor series branches not adequate to cater to the aspirations of HNIs.
PBBs to be set up in up coming areas and areas having high concentration of Affluent/HNI customers in Metros/ Urban centers/District HQ/Project areas/identified SMART cities.
Post merger reorganisation also to focus on further expanding network of PBBs.
Dedicated Relationship Team(s) (Relationship Manager and Customer Associate) to be positioned at all Kohinoor, PBBs and HNI intensive branches (i.e. branches with >200 HNIs). Lateral recruitment of RMs with flair for marketing & relationship banking.
Doorstep Banking to be introduced for HNIs by engaging runners.
Specific targets to be given to PBBs for improving product penetration especially among HNIs from the present level of 4.2 to 6 products per customer.
SMS based ‘Contact RM’ service to be introduced in SBI NoQueue App exclusively for HNIs. Specially designed Cheque Book and Passbook for HNIs for easy identification.
A ‘Banker to Family’ initiative to be implemented, covering all family members of HNIs and Platinum Salaried Customers and extending similar services and facilities to them.

5. Wealth Management – Rollout Strategies (External & Internal Staff)
The Journey so far……
Already launched in Bengaluru and Delhi, rollout planned in 8 other centers by March’17
The Way forward…….
Infrastructure
1. Hub identification based on customer location, clustering of branches
2. Timely completion of site preparation with uniform design and branding
Manpower
Sourcing right resources (External and Internal)
Quick onboarding of resources
Circles to provide SMs/ARMs (suitability & aptitude to be assessed)
Equipping Internal sources in the Long term to reduce dependency on lateral recruitment
Technology
Fixing software glitches and enhancing features in ‘Miles’
Early implementation of functionalities such as Webchat, and speech analytics in TCL
Rollout of secure OTP and e-onboarding functionalities targeting NRIs/accelerating customer onboarding process
Synergies
Each PBB/Kohinoor branch to generate lead from their existing customer base and pass on the same to Wealth Team for customer upgrading
Training
(External & Internal Staff)
All staff to be subjected to regular training for capability building
Options such as institutional / outside training / e-learning to be devised and implemented
Mandatory e-learning modules to be introduced
Internal Manpower Position
Rollout Timelines

6. Wealth Management – How to Acquire Young & New Customers
Elements
Actions
Offer best in class Technology
Develop
Mobile App for Gen-X/Gen-Y
For Customer experience & convenience
Microsite
Enhance user-interface and features on online banking platform for value added outputs and convenience in transactions
Change Perception
Create Visibility through
Events
To create awareness on the availability of Exclusive Premier Banking Services
Advertisements
Interactions
Reach out
Marketing tools to reach-out to the right target group
Appropriate use of Analytics
Leads generation and closure (from campaigns & branch sources)
Leverage Social Media & Digital Marketing
Regular joint promotion activities
Wealth team to involve in all promotional/ marketing campaigns conducted by Circles, e.g. HNI/NRI Meets, Presentation in Corporates for tie-up, Society Connect Programmes, SME Customer Meets etc.
Ensure Superior Customer Experience
Careful selection & grooming of RMs & other sales and support functionaries

7. Making SBI the Preferred Bankers to NRIs
Reaching out to NRIs through a formal communication channel i.e. regular s/messages/news letters on new products, int. rates and other relevant topics of their interest, to be handled centrally in an automated mode.
Exclusive Mobile App for NRIs to be developed to make available the latest details of various products, services, interest rates, exchange rates, SWIFT/IFSC codes etc.
Streamlining the process of account opening, complaints/queries redressal, handling of service requests through a single centralized outfit for all geographies, i.e. ‘NRI Global Centre’.
Setting up of NRI Cells at overseas centers having higher concentration of Indian diaspora in compliance with the local regulations and conducting NRI fests and road-shows in the host countries.
Positioning Relationship Managers at NRI Branches for continuous engagement with NRIs. Doorstep Banking services for family members of high networth NRIs.
GCC Countries’ focused strategy for NRI business development by setting up Rep. Offices and entering into Rupee Drawing arrangements with Banks/Exchange Companies located thereat.
Rolling out SBI Exclusif Wealth Management services for high networth NRIs.
Working towards greater synergy between IBG and NRI Services Dept. for streamlining remittance processes.
Bridging knowledge gap at operating level.

8. PBBU Advances : Enhancing Portfolio Profitability
Greater focus on products with higher contributions to the bottom line, e.g. Xpress Credit, Pension Loan, collateralized Education Loan etc.
Improving penetration in Xpress Credit and Pension Loans especially in Metros and Urban centers.
Potential available for gold loans to be tapped by opening exclusive Gold Loan Branches.
Partnering with eCommerce companies for promotion, lead generation and financing consumer durables purchased by pre-approved customers.
Greater emphasis on loans against securities like Gold, MFs, Shares, Insurance Policies, NSCs, RBI Bonds etc. with ease and speed of delivery on digital platform.
Quick and customer friendly delivery through digital offerings.

9. Leveraging Non-salaried Customers for growing the Loan Book
Selecting and pre-qualifying customers on the basis of certain AQB maintained over last 2 years and having good CIBIL score. Mode of availing loan will be through branch/digital channels.
Expanding Xpress credit/Personal Loans to those who have good credit scores but their salary a/cs are maintained with other banks (Employees of Central/State Govt./PSUs/ Navratnas/Defence and corporates rated ‘A’ & above).
Leveraging alternate data sources such as mobile data, social media data, call logs, bill payments, web activity etc. through alternate decision engines for extending personal / consumer durable loans to tap NTC (new to credit) and un/underserved segments.
Monitoring and improving OCAS lead conversion.
(conversion rate as on 9th Jan’17 : AL – 21%, PL – 17%, EL – 5%)
Focus on our asset customers (e.g. HL/AL/EL/SME) with satisfactory credit records.
Fixed Deposit customers to be offered simultaneous OD/Loan facility at the time of issue of FD, to be availed anytime during the tenure of FD.

11. Xpress Credit Circle & Population Group wise Penetration Data (%) as on 31.12.2016
Rural
Semi-urban
Urban
Metros
Grand Total
AHMEDABAD
11.15
7.54
8.13
3.08
6.44
BANGALORE
35.63
27.32
19.16
4.70
12.55
BENGAL
14.54
12.51
12.20
7.39
11.89
BHOPAL
55.91
45.89
26.95
21.16
34.92
BHUBANESWAR
36.93
38.44
19.96 --
31.12
CHANDIGARH
23.86
20.01
18.91
25.79
20.93
CHENNAI
23.16
23.84
15.16
11.56
17.88
HYDERABAD
33.94
46.19
35.56
7.48
21.34
LUCKNOW
22.96
28.98
27.12
19.95
24.47
MUMBAI
11.50
10.07
8.32
3.53
6.81
NEW DELHI
19.17
19.24
14.50
11.72
15.33
NORTH EAST
91.77
137.96
83.67
 --
105.09
PATNA
56.71
66.20
43.57
49.69
53.72
THIRUVANANTHPURAM
5.44
7.78
3.66
5.69
GRAND TOTAL
31.17
30.24
21.90
11.03
22.58
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12. Status of Posting of KAMs
Circle
(A)
Originally sanctioned
(B)
No of KAMs posted
(C)
No of additional KAMs approved on
(D)
No of KAMs posted out of (C)
(E)
No of KAMs to be posted
AHMEDABAD 2 5
BANGALORE 4 1
BHOPAL - 6
BHUBANESWAR 3
CHANDIGARH
CHENNAI
DELHI
GUWAHATI
HYDERABAD
KOLKATA
LUCKNOW
MUMBAI 12 11
PATNA
THIRUVANANTHPURAM
GRAND TOTAL 34 32 51 10 56
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13. Wealth Management – Rollout Timelines
Launch
Proposed Date of Launch
Actual Launch Date
Immediate Requirements
Bangalore
Delhi
Mumbai
Jan 2017
Wealth Hubs Infrastructure
Chennai
Ready for launch (SM posted only in end December 2016)
Kochi
Chennai IC to Backup until IC joins
Pune
Infrastructure
Ahmedabad
Feb 2017
SM joined in Jan 17. To be trained.
Hyderabad
Posting of Service Managers
Hub infrastructure
Bhopal
Mar 2017
Hub Infrastructure
Thiruvananthapuram
Selection of ICs
Bangalore
Kochi
Thiruvananthapuram
Mumbai
Ahmedabad
Pune
Delhi
Hyderabad
Chennai
Bhopal
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14. Wealth Management – Internal Staff Position Total internal Shortfall
Centre
ARM (Internal) SM
Total internal Shortfall
Expected
Actual
Shortfall
Bangalore 4 1 3 10 7 6
Delhi 11 8
Chennai 2 -1
Hyderabad 9
Mumbai
Kochi
Ahmedabad
Bhopal
Pune 5
Thiruvananthapuram
Total 50 39 28
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