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ICICI Bank's Credit Card: Journey to Asian Leadership
內容大綱
When ICICI, an Indian private bank, entered the retail banking market in the 1990's with little technology infrastructure, capital, and retail expertise, had expected it to succeed. Public-sector banks, holding 75 percent of deposits, were dominating the retail banking market, and foreign giants had cornered the market for high-net-worth individuals living in the major cities across India. With a strategy to offer credit cards to the middle class, abolish annual fees, and enter into partnerships with major retailers, ICICI quickly proved the skeptics wrong. Revenues per employee grew to over $9 million compared to about $3 million for the Bank of India and slightly below $160,000 for Standard Chartered. The lofty number one position was achieved by Vaidyanathan, ICICI's head of retail, and his team. Their progressive initiatives were focused on developing new products and improving consumer service experiences. As the 2008-2009 financial crisis tripled the percentage of nonperforming assets in the Indian banking industry, Vaidyanathan had to plan how ICICI would adapt to the new environment and maintain industry leadership.