ICICI Banks Credit Card: Journey to Asian Leadership Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

When ICICI, an Indian private bank entered the retail banking market in 1990 with a small infrastructure, technology, capital and retail experience, few expected it to be. The public sector banks hold 75 percent of deposits, dominated the retail banking market, and foreign giants have been stymied in the market with a high level of self-esteem of people living in major cities across India. From strategy to offer credit cards to the middle class, the abolition of the annual fee, and to partner with major retailers, ICICI quickly proved the skeptics wrong. Revenue per employee has risen to more than $ 9 million compared with approximately $ 3 million for the Bank of India and just under $ 160,000 for Standard Chartered. The high position of one number was reached Vaidyanathan, head of ICICI retail, and his team. Their progressive initiatives aimed at developing new products and improving the customer service experience. As the financial crisis of 2008-2009, three times the proportion of non-performing assets in the Indian banking sector, Vaidyanathan was planning how to take ICICI to new conditions and to maintain leadership in the industry. "Hide
on Arunaditya Sahay Shilpi Jain, Vineet Kapoor Source: University of Hong Kong, 28 pages. Publication Date: June 24, 2011. Prod. #: HKU935-PDF-ENG