Letter of Transmittal 5th February, 2012 Supervisor Mr.Md.

Mahathy Hassan Jewel Lecturer Department of Mar eting Jagannath University, Bangladesh. Subject: Submission of the internship wor ing report. Dear Sir, With great pleasure I have prepared this Internship Report on United Commercial Ban Ltd. Hopefully this report will provide you a good insight about the mar et ing practice in ban s activities. It was a wonderful experience wor ing on this report. I would, therefore, than you for giving me the opportunity to underta e the preparation of this report. I am grateful for your ind co-operation and immense support. To prepare this report I have tried my best to accumulate relevant information f rom all available sources. Than ing you once again. Md. Yousuf Siddique Arafath ID No: 06631879 Session: 2006-2007(1st batch) BBA, Department of Mar eting Jagannath University ACKNOWLEDGEMENT The successful accomplishment of this wor ing report of Internship is the outcom e of the contribution and involvement of a number of people, especially those wh o too the time to share their thoughtful guidance and suggestions to improve th e paper. At the beginning I would li e to pray my gratitude to the Almighty for giving me the ability to wor hard under pressure & in a very comfortable manner. My grat itude and than s goes to my respected supervisor Mr.Md.Mahathy Hassan Jewel, lec turer, Department of Mar eting, who co-operated me all through the times for com pleting my internship report. In the preparation of this report, I got inspirati on from my supervisor. He frequently sat with me and helped me selecting the rep ort topic, conceptualizing the ideas, preparing the report design, designing ins truments of data collection, Processing and analyzing. I have conducted my repor t on Commercial Ban s mar eting in Bangladesh: Case study of UCBL. I express my hea rtiest gratitude to Mr. Alamgir Kabir, Vice President and Manager of the UCBL, N ayabazar Branch and all of the employees who were very co-operative with me duri ng internship report. I indebted to Md.Farug Miah, Executive Officer, Head of Transfer of the UCBL, Na yabazar Branch for his whole heart co-operation. He has helped me by giving vari ous information to ma e this report. I would li e to pay my deep gratitude to Mr.Helal sir and Mr. obir sir, Executiv e Officer and Head of Foreign exchange of the UCBL for his guidance with untirin g patience.

I extend my deep gratitude to Mr.Masud and Jalal sir, Senior Officer, Dept. of R etail Ban ing, UCBL, for his hospitality and valuable advice during my internshi p. I also would li e to deliver my heartfelt than s to Mr.Tanim, Officer of UCBL wh o has given me valuable instructions, constructive criticism and advice regardin g preparation of this dissertation. I would li e to than all of the officials o f UCBL, of my branch who have given me supportive information and valuable time in my report writing process.

UCB/NBZ/HRD/2012/44 5th February, 2012 To Whom It May Concern This is to certify that Md. Yousuf Siddique Arafath, BBA major in mar eting, a s tudent of Jagannath University, Dha a. He has successfully accomplished an inter nship program scheduled from November 27th, 2011 to February 26th, 2012 in our B ranch. He was assigned in Foreign Exchange and General ban ing. As per our observation he possesses a pleasant personality and is capable to wor efficiently even under pressure. We wish his all the success.

Than ing You Yours Faithfully, (Alamgir Kabir) Vice President & Head of Branch

Certificate of Supervisor This is certified that Md.yousuf Siddique Arafath BBA 1st Batch, Department of Mar eting, and holding ID No: 06631879 has completed the internship report on Commer cial Ban s mar eting in Bangladesh: A Case study of UCBL under my supervision. I ha ve fully supervised him effort in the process of completing the report. The repo rt is submitted for the part of fulfillment of the degree of Bachelor of Busines s Administration in the concentration of Mar eting at the Department of Mar etin g, Faculty of Business Studies and Jagannath University. I hereby ac nowledge him wor and wish him all the prosperity and success. . Mr.Md.Mahathy Hasan Jewel Lecturer Department of Mar eting Jagannath University, Bangladesh

Executive summary

This report is on United Commercial Ban Ltd.-UCB, one of the largest private ba n s of Bangladesh. UCB has started their operation on June 26, 1983 when the Gov ernment allowed some commercial ban s to operate in the private sector. It has e mployees around 1878 comprising of 55 executives, 1125 officers and 698 staff. T he name of the ban is listed on the Dha a Stoc Exchange and it has a paid up c apital of T . 230.2 million. United Commercial Ban Limited playing a vital role in improving living of stand ard of the people by mar eting. Without Ban s co-operation, it is not possible to run any business or production activity in this age. Social mar eting, one to one mar eting, customer satisfaction process, customer relationship management etc. are the important issues for the ban in order to survive in the mar et wit h a huge competition of oligopoly mar et of ban ing sector. So, united commercia l ban was ta ing some significant stapes, mentioned above, which helps them to empowering the employee as well as bringing satisfaction to the customer. There is lot of ris s involved in ban ing business. So, the United Commercial Ban Lim ited (UCBL) has to clearly justify the customers from a neutral point and gather the current information about the mar et. The ban should launch new products s uch as auto teller machine, tale ban etc for betterment of customer service. Strict supervision must be adopted in case of high-ris borrowers. Time to time visit to the project should be done by the ban officials. UCB must understand that the eys of becoming one of the most successful ban s d ont only depend on the growth and profitability of the ban . It also depends on t he relationship with its present and prospective clients. If UCB can incorporat e the latest ban ing systems and maintain a good customer relationship then obvi ously they will emerge as one of the most successful ban s in the country. Moder n Commercial Ban ing is exacting business. The reward are modest, the penalties for bad loo ing are enormous. And Commercial ban s are great monetary institutio ns, important to the general welfare of the economy more than any other financia l institution. It has a vastly sobering and exacting responsibility. As an organ ization the United Commercial Ban Limited has earned the reputation of top listed ban s operating in Bangladesh. The organization is much more structured c ompared to any other listed ban operating in Bangladesh. It is relentless in pu rsuit of business innovation and improvement. It has a reputation as a leader in financing manufacturing sector. With a bul of qualified and experienced human resource, United Commercial Ban Limited can exploit any opportunity in the ban ing sector. It is pioneer in intr oducing many new products and services in the ban ing sector of the country. Mor eover, in the retail-ban ing sector, it is unmatched with any other listed ban s because of its wide spread branch networ ing thought the country. The success o f a ban depends on improved service delivery to its customers. Now so many ban s in the country have emerged to cater to the needs of the customers. But till n ow most of the ban in Bangladesh is using conventional ban ing system. UCB is n ot exception to this trend. So, there are many areas to improve. In this regard, I would li e to recommend the followings: The Chec passing system of UCB is very time consuming. When a client submits a chec , its handled in three places. Firstly, it is registered on the supplementa ry sheet, then it comes for computer posting (as well for first cancellation) an d lastly it comes to the section in-charge for verification of the signature and for cancellation. After that it goes to the cash payment officer for final paym ent. For this system, the client has to frequently enquire that whether his/her chec has been passed for payment or not. Also, it ta es their valuable time. So , UCB needs to change this system and move on to a better chec passing system. Table of Content Page No Chapter One

1.0 Introduction 11 1.1 Bac ground of the Study 11 1.2 Objectives of the Study 11-12 1.3 Methodology of the Study 13-14 1.3.1 Research Design 15 1.3.2 Data sources 12 1.3.3 Data collection 13 1.3.4 Data Analysis 13 1.4 Limitations of the Study 15 Chapter Two 2.1 Introduction 17-18 2.2 Overview of financial institutions of Bangladesh 19 2.3 List of ban s operating in Bangladesh 20-21 2.4 Role of private commercial ban in economic development of Bangladesh 22-25 2.5 Historical Bac ground 26 2.6 Structure and management 27 2.7 Strategies 28 2.8 Goals 28 2.9 Business objectives 28 2.10 Current Position 29 2.11 Why you choose the ucb 30 2.12 Operations 31 2.13Mission, Vision and Core value of the organization 32 2.14 Objectives 33 2.15 Board of Director of UCB 34-35 2.16 Board of Directors hierarchy 36 2.17 Management Hierarchy 37-38 2.18 Product and Services of UCB 39 2.19 Overview of the Branch 41 2.20 Functional Hierarchy of Nayabazar Branch 41 Chapter Three 3.1Defining Mar eting and the Mar eting process in UCB 43-45 3.2UCB and Mar eting strategy: Partnering to build Customer relationship 46-47 3.3The mar eting environment 48-50 3.4 Segmentation, Targeting and positioning: Building the right relationships wi th the right customer 51-52 3.5 Product, Service and branding strategy 53-55 3.6 New product Development strategy 56-57 3.7 Pricing product: pricing considerations and approaches 58-59 3.8 Mar eting Channels and supply chain management 60 3.9 Retail Ban ing 61 3.10 Integrated Mar eting communication strategy 62-63 3.11 Managing Mass Communications: Advertising, Sales promotion and public Relat ion, Event 64-65 3.12 Mar eting in the digital age 66 3.13 The global mar etplace 67 3.14 Mar eting ethics and social Responsibility 68-70 3.15 SWOT Analysis 71-73 Chapter Four Major Finding 74 Recommendation 75 Conclusion 76 References 77-78

Chapter One Introduction 1.1 Bac ground of the study: This report is submitted to Mr.Md.Mahathy Hasan Jewel, Lecturer, Department of M ar eting, Jagannath University, Bangladesh, as part of internship program. This is a partial requirement for the Bachelors of Business Administration (BBA) Degr ee and it is a six credit course. As a part of this program each intern has to p repare a report on his / her wor during this internship program. During the thr ee month long internship period in United Commercial Ban the writer of this rep ort gained practical nowledge about the different aspects of modern ban ing sys tem. 1.2 Objectives of the Study My objective is to learn about the ban s mar eting wor ing process and procedures . After that, I will try to analyze the information. The main objectives that I wor for report: To define Mar eting and the Mar eting process in UCB To match Mar eting strategy with UCB To determine the mar eting environment of UCB To define the Segmentation, Targeting and positioning strategy of UCB: Building the right relationships with the right customer To measure the different types of Product, Service strategy To identify the effect of Branding strategy of UCB in ban ing field.building str ong brand To define New product /Service Development strategy Pricing product: pricing considerations and approaches To define the relationship with UCB Mar eting Channels and supply chain member. To measure the activities of Retail Ban ing Chapter One To identify the positive impact of Mass Communications in sales: Advertising, S ales promotion and public Relation, Events To show the technological uses in Mar eting in the digital age To identify the strategy of entering global mar etplace To show the practices of Mar eting ethics and social Responsibility of UCB

Chapter One 1.3 Methodology for data collection: This report prepares on the basis of information gathered during internship peri od as well as devoting myself as a mar eter of UCB in different branches of it s uch as Principal, gulshun branch and Head office. For preparing this report, I h ave ma e group discussion, collection data and interviewed with some of them. I also collect different circulars and studies mar eting tools that how it develop s pricing of different services, how it ma es a relation with its bac ward and f orward lin age parties, what types of strategies it applies to the customer as a retail ban ing, its mass communication strategies, Mar eting ethics and social Responsibility, what types of technology they are using in the mar eting digital age. What types of strategies uses for brand expansion and new service developm ent strategies as well as customer satisfaction, retainsion and management strat egies. Methodology will include direct observation, face to face discussion with employees of the different departments of the UCB, clients, study of files, cir culars & overall practical experience of the internship period. 1.3.1 Research Design: This study on mar eting implication in commercial ban of UCB is exploratory in nature. It will aim to show the present situation of mar eting strengths of UCB and mar eting status of it. The variables will be identified through a practical survey and from primary and secondary. 1.3.2 Data sources: The primary sources of data: the primary data are collected originally by field operation. Face to face conversation with the respective officer of the branch. Face to face conversation with the clients. Relevant file study as provided by the officers concerned. Observations. Chapter One The secondary sources of data: The secondary type of data is procured from publi shed documents rather than underta ing first-hand field investigation. annual report of UCBL periodicals published by the Bangladesh ban Different boo s, articles etc. regarding mar eting tools uses in UCB. Browsing of different web sites in the internet.

1.3.3 Data collection: The primary data are based on practical nowledge, observation and high official s of the organization under study. But great portion of information collects fro m secondary source.

1.3.4 Data Analysis: Descriptive research: I will try to identify real problems of ban ing service, level of customer satis faction, quality of service provided by ban er and current situation and differe nt mar eting tools using in different ban ing site with describe accurate descri ption.

Chapter One 1.4 Limitations of the Report There are some limitations of the study. First of all, the main limitation of th is report is ban s policy of not disclosing some data and information for obvious reasons, which would have been very much useful for the report. Then, there is some information, which is not very up-to-date. It is because of the availability of that information. The limitations are given below: The main limitation is that few scope of mar eting implication. The time duration of internship program is insufficient to now all activities o f mar eting practice. It was too difficult to collect the information from various personnel for their job constrain. All of the fields of ban are not describes with mar eting theory. Another limitation is nondisclosing of all information for client and ban secur ity. Limitation of time was a great constrain in ma ing a complete study. Lac of comprehension of the respondents The ban eeps too busy that allocation of time for an internee is very much tou gh for the officers of the ban . Lac of adequate information: there was lac of sufficient primary and secondary data. Improper communication: sometimes respondents are not capable of answering quest ion because they cannot recollect or have never given attention to what they do and why. respondents may have answered the question without nowing correct answ er in order appear smart, or they may have try to help us by giving pleasing ans wer. Unwillingness to cooperate: some of the secondary sources i.e. the company perso nnel were uncooperative. .

Overview of UCB Introduction

Overview of financial institutions of Bangladesh List of ban s operating in Bangladesh Role of private commercial ban in economic development of Bangladesh Historical Bac ground Structure and management Strategies Goals Business objectives Current Position Why you choose the ucb Mission, Vision and Core value of the organization Operations Board of Director of UCBL: Board of Directors hierarchy Management Hierarchy Product and Services of UCB Overview of the Branch Chapter Two Overview of UCB 2.1 Introduction Bangladesh is a less development country, whose economy is agro based. The agric ulture system is primitive and frequently affected by natural disaster. Poverty is the main problems of this country. About 47.6% of its population is living be low the poverty line whoever as about 18% of the population is living. Blows the hard core poverty line (with less than 1800 calories per head per day) After the devastating flood 1998-1999, the economic activities of the country re sumed by program and bumper production on the agriculture sector helps to recove r that blow. Bangladesh economy has faced severe set bac again after the terror ist attac on world trade center of USA on September 11, 2001 and Afghan war. Th is global recession has severely affected export system and Bangladesh economy l i e ready mate garments industry, frozen food, Manpower export hotel and tourism sector etc. Due to global recession foreign financial assistance also severely affected. To overcome the situation government has ta en various sector based reform plan (closer of Adamjee jute mill is an example of it). Govt. also prepares the curre nt fiscal year s budget to decrease the foreign aid dependency. Although global recession has caused the ever lowest foreign currency reserve of US$1057n millio n in October, 2001, which is increased to US$1478 million in April, 2002 by vari ous positive steps ta en by the Government money laundering law, emphasis on rem ittance through proper ban ing channel.

Chapter Two According to Bangladesh economic analysis (2003) of ministry of finance, income is increased by 1.73% and population is increased 1.71% per capita GDP, G1vI and NNI is shown in the following table Table 1: Per Capita GDP Fiscal Year GDP US $ Ta a 2009 362 20673 2010 374 21685 and NNI GNI US $ 375 365 NNI Ta a 21448 23412

US $ 347 349

Ta a 19805 20899

Chapter Two 2.3 List of ban s operating in Bangladesh Nationalized commercial ban s Sonali ban Janata ban Agrani ban Rupali ban Ban of small industries & commercial Bangladesh ltd. Private commercial ban (PCBS) Pubali Ban ltd Uttara Ban ltd Stander Charted Ban ltd Arab Bangladesh Ban limited National Ban limited The City Ban limited International Finance Investment and Commerce Ban United Commercial Ban ltd Bangladesh Development Ban ltd Eastern Ban ltd Ban Asia ltd Prime Ban ltd Chapter Two Primer Ban ltd South East Ban ltd Dha a Ban ltd Dutch Bangla Ban ltd

ltd

Chapter Two 2.2 Overview of financial institutions of Bangladesh Financial institutions play an important role for the economic development of an y country. The objective of these institutions is to accumulate the scattered de posit and invest it in a productive manner for economic emancipation. There are 51 schedule ban s (January 2002) operate in Bangladesh. Of them 4 nati onalized commercial ban s, 5 specialized ban s. 30 private commercial ban s and 12 foreign ban s. The number of branches of those ban s is 6242. Of which 2511 ( 40.2% of total) are in urban areas and rest 3731 (59.8% of total) are in rural a reas. Up to February 2003, of fiscal 2003-2003, total deposit loan of all ban s is ta a 85259.8 and ta a 69392.6 Cr. respectively. For proper monitoring the operations of ban s, Bangladesh ban introduces "probl em Ban monitoring Division" in addition to CAME RATING. To increase the economi c activities Bangladesh ban reduces the ban rate to 6% from 7%. To increase cu stomer services ban s are using various modern techniques li e on line ban ing, ATM, Money gram, Credit Card etc.

Mercantile Ban ltd Standard Ban ltd One Ban ltd Mutual Trust Ban ltd First Security Ban ltd The Trust Ban ltd Islami Ban ltd Shajalal Islmi Ban ltd All- Arafa Islami Ban ltd

Chapter Two 2.4 Role of private commercial ban in economic development of Bangladesh A ban is usually defined as a financial institution which deals in money. Today however the functions of a ban have increased so much that it is considered a very vital of development in country li e ours. Because of their positive involv ement in trade, industry, business finance and a host of allied service, ban s t oday form a very important part of an economy.

Chapter Two The nationalized ban s, countries margin operational ban ing units, could not de monstrates and achieve optimistic results in terms of overall economic growth. T he gloomy picture of nationalized ban s is mainly due to lac of quality of services Minimum of commitment toward institutions Management inefficiency Excessive intervention of collective barging agent(CBA) Lac of security. Documentation of loans and advances debarring legal action in case of default slot rate of recovery of loan Lac of supervision and monitoring of loans and advances Directive loans political instability transitional inconsistency while formulating policy issue s on ban ing Due to inefficient and continuous loosing concern of public sector, the main obj ective of privatization policy was-

To reduce deficit of the Govt. to meet continuous loss of public enterprises To improve operative efficient of enterprises To introduce competitiveness in all spheres of economic activities except few ar eas where Govt. control of economic activities was unavoidable. It was increasingly felt that a number of PCBs night have improved their positio n patting nationalized ban s into competition. The launching of PCBs has finally created a significant impact in quantity of Chapter Two Services in ban ing. Ban ing being a service industry, it is not easy to quantit y to performance of this sector li e manufacturing. The performance of the ban i ng sector in terms of generating of profit, expansion of ban branches, mobiliza tion of deposits, deployment of advances, involvement in foreign trade and gener ating if employment. It is revealed form the loan operations of ban s. The PCBs provide operation mai nly for trading (internal trading export and import trade) and construction whil e the NCBs are providing financing for priority areas li e agriculture, industry , and export/ import tas s. PCBs have shown some efficiency in terms of branches expansion, employment gener ation, and mobilization of deposits and development of advances but their activi ties remained concentrate in city areas. They could not provide financ3e for pri ority sector li e agriculture. The ey to success of private sector ban s is identified as a professional effic iency in choosing various ris assets, personalized quality of services, result oriented business strategy and achievement against stipulated target_ But by rap idly issuing licenses to the promoters of private ban s, the quality of entrepre neurs is not being ensured and developed. As a result too many ban s are chasing same customers/ entrepreneurs within limited deposit base. Now a day, the ban ing business exclusively depends on quantity of services in t erms of new innovative strategies for boozing ban ing operations and innovation li e computerized money country machine automatic teller machine (ATM) etc are b eing utilized to a great extent for survival and face to competition. Chapter Two PCBs have already explored new financial products by introducing master card, cr edit card to attract customer/ entrepreneurs. Many PCBs have implemented various attractive schemes acceptable to the existing and prospective customers such a customer credit scheme, marriage and educational scheme, micro credit scheme and small loan scheme etc. In this respect PCBs are een for development of human r esources to train and equip their manpower with new ideas and products to enable them to contribute to the greater innovation. The PCBs are ta ing part in stimu lating foreign exchange reserve by financing 100% export oriented RMG industries . Neutrally 65% of export earning of Bangladesh is generated by this sector. The PCBs are participating and financing in various types of medium and long ter ms industries either wholly or partly through consortium arrangement among the m ember ban s. The PCBs are also general investor and recently a pac ing program h as been devolved to stabilize the country capital mar ets by launching merchant s ban s, which will extend loans to the bro ers and general investors. The nationalized ban s are ta ing advantages of restrictions imposed on non nati onalized ban s while mobilizing deposits from government, autonomous and semi-au tonomous bodies. Out of total available funds of Govt. sector, the PCBs are rest rictions to the range of 25% to 44% of these funds only. Such dual practice is n ot desirable when we are hoping the theory of free mar et economy.Above all, PCB . Have been playing and indispensable role in the economy mar et for the growth

and development for the economy along with all nationalized specialized and fore ign ban s. The better performance of PCBs will finally be recognized still when they offer better quality of service based on new ideas /products. We foresee a good future for the PCBs. they are expected to develop their lending role in the near future in financial mar et. The importance of variant economic refers to t he due attention to a sound financial system. The base of financial services in Bangladesh is quite marrow. Chapter Two 2.5 Historical Bac ground Sponsored by some dynamic and reputed entrepreneurs and eminent industrialists o f the country and also participated by the Govt. United commercial ban limited started its operation as on the 26th June of 1983 under companies Act 1913 and c ommenced its operation immediately after incorporation with due permission from Bangladesh ban w.e.f 13th November 1983 and 20th November 1995 respectively. Pr esently the ban in functioning with its country wide large networ of 112 (one Hundred Twelve) Branch covering all seven Division of country. UCBL has 26 A.D ( Authorized dealer) Branch all over the Bangladesh. With its firm commitment to the economic development of the country, the ban ha s already made a distinct mar in the realm of private sector ban ing through pe rsonalized services, innovative practices, dynamic approach and efficient manage ment. The ban , aiming to play a leading role in the economy activities of the c ountry, is firmly engage in the development of trade, commerce, and industry thr ough a creative credit pricy.

Chapter Two 2.6 Structure and management The ban has an authorized capital of TK.1000.00 million and paid up capital of TK.230.16 million contributed by sponsors. The head office of the ban is situat ed at 60, Motijheel commercial area, Dha a-1000. The sponsor s directors of the ban are well established businessman, industrial ist, and professionals of the country having business in and out of Bangladesh. The chairman of the board Mr. A taruzzaman is a renowned politician besides bein g an eminent personality of the country. The management team of the ban is successfully led by Mr. M. Shahjahan Bhuiyan, managing Director of the ban .

Chapter Two 2.7 Strategies

Synchronized and steady growth of the ban utilize all available resources to develop various plans, policies and procedure s in each of the objective and goal areas, Implement plans, policies and procedures Utilize a team of professional s employees. Search for a total customized of IT. For the purpose of full automation step. 2.8 Goals Develop a realistic deposit mobilization plan Develop approach leading ris assessment system develop capital plan Develop a system to ma e good advances Develop a recruitment, compensation, training and orientation plan, Develop a plan for offering better customer service Develop appropriate mgt structure, system, procedure and approaches Develop scientific MIS to monitor ban s activities 2.9 Business objectives Build up a low cost fund base Ma e sound loan and investment Meet capital adequacy recruitment at all the time Ensure 100% recovery of all advances ensure a satisfied wor force focus on fee based income adopt a appropriate management technology install a scientific MIC to monitor ban s activities Chapter Two 2.10 Current Position Capital: During the year 2009 authorized capital of the ban remained unchanged at TK.10 00.00 million and the paid up capital stood at TK.1194 million. On the other han d the reserve fund of the ban increased by TK.2818 million to TK.3451 million a s against TK.440.42 million in the previous year. Number of branches: UCBL always placed utmost important on the client service. With that end in view the ban continued its personalized services. Presently the number of branches stands at 114 covering almost all the important places of the country. The numbe rs of authorized dealer branches are 26. Investment: At the close of 2010, total investment of the ban stood at TK.15048 million as against TK.9346 million in 2009. However, dividend amounting to TK.1.4 million has been received from different companies institutions against investment in sh ares during the year 2004. Number of share holders: During the year 2011, total number of share holders of the ban stood 72793 as against number of share holders 10337 in the year 2010.

Chapter Two 2.11 Why choose the ucb We ta e the opportunity to introduce ourselves as one of the leading and most co mplied Commercial Ban s in private sector of Bangladesh. UCBL is amongst the ear ly first generation ban s in the private sector, which started operation more th an a quarter century ago. During this long journey, we are marching ahead with f lying colors. We have been able to set our Ban as a stable and most reliable In stitution offering a full range of modern services which will be evident from th

e fact that UCBL registered higher growth in every area of operations during las t year. The deposit now stands around T .11500.00 core while loans and advances stands around T .9500.00 Core covering different sectors li e industrial project s, wor ing capital, trade finance, International Trade, RMG etc. United Commercial Ban Ltd. always considers client service the most vital facto r and made concerted efforts to provide quality services to face ever increasing competition and challenge in the ban ing sector. Presently, the Ban is functio ning with its country wide large networ of 114(One hundred Fourteen) Branches c overing all Seven Divisions of the Country. UCBL has 26 A.D. (Authorized Dealer) Branches. All the Branches are ONLINE. Besides, the Ban currently wor s with 3 50 correspondents covering 100 important countries in all the continents of the world which is continuously expanding to meet the growing cross-border ban ing n eeds and expectations of the customers enabling the Ban to maintain its superio r position in International Ban ing. Moreover, the Ban has arrangement with a n umber of Exchange Houses to facilitate remittances from expatriate Bangladeshis. Chapter Two 2.12 Operations The importance of the mobilization of savings for the economic development of ou r country hardly is over emphasized. We consider savings and deposits life blood of the ban . More the deposit, greater is due strength of he ban . The ban int ends to launch various new saving schemes with prospective of higher return duly supported by a well orchestrated system of customer services. The ban is catering to the credit needs of individuals as well as corporate cli ents. it is emphasizing on trade finance which would be short-term and self-liqu idating in nature, considering the importance of foreign trade in our national l ife, financing and of export &import business and also handing of foreign remitt ance business by giving top most priority.

Chapter Two 2.13 Mission, Vision and Core value of the organization Mission: To be the first choice through maximizing value for our clients, share holders a nd employees and contributing to the national economy with social commitments Vision: To offer financial solutions that create, manage and increase our clientss wealth while improving the quality of life in the communities we serve. Core Value: We put our customer first We emphasize on professional ethics We maintain quality at all levels We believe in being a responsible corporate citizen We say what we believe in We foster participative management

Chapter Two 2.14 Objectives United commercial ban limited aims at excellence and is committed to explore a new horizon of ban ing and provide a wide range of quality products and service. It is a ban for the common people including businessman and professionals. It i ntends to serve with quality at a price competitive to anyone in the financial m ar et. It would constantly eep on exploring the needs of the clients. So the united commercial ban limited shall also develop a youthful and exuberan t management team-technologically sound and rich in experience. they would wor hand in hand with zeal and enthusiasm to achieve the objectives of the ban in t he new millennium.

Chapter Two 2.15 Board of Director of UCB The following are members of the UCB Board of Directors: Chairman Mr. A htaruzzaman Chowdhury, MP Vice Chairman Mr. Show at Aziz Russell Director & Chairman, Executive Committee Mr. M. A. Sabur Director & Chairman, Audit Committee Mr. Md. Jahangir Alam Khan Members Mr. M. A. Hashem (Director) Hajee Yunus Ahmed (Director) Hajee M. A. Kalam (Director) Mr. Saifuzzaman Chowdhury (Director) Mr. Shabbir Ahmed (Director) Chapter Two Mr. Kazi Enamul Hoque (Director) Mr. Nur Uddin Javed (Director) Mrs. Sultana Rezia Begum (Director) Mr. Sharif Zahir (Director) Mr. Riyadh Zafar Chowdhury (Director) Mr. Tanvir Khan (Director) Mr. Ahmed Arif Billah (Director) Mr. Emran Ahmed (Director) Mr. Nasim Kalam (Director) Mr. Bazal Ahmed (Director) Mrs. Setara Begum (Director) Mr. Nurul Islam Chowdhury (Director) Managing Director Mr. M. Shahjahan Bhuiyan DMD & Company Secretary

Mr. Mirza Mahmud Rafiqur Rahman

In United Commercial Ban Limited, the board of directors has been conceived as the sources of all power headed by its chairman. It is legislative body of the b an board can delegate its power and authority to professionals, but can not del egate, relinquish or avoid their responsibilities. The board of directors of the ban consists of 18 members who are reputed business personalities and leading industrialists of the country. Chapter Two 2.16 Board of Directors hierarchy

Figure: Hierarchy of Board of Directors Chapter Two 2.17 Management Hierarchy The management of the ban is vastly on a Board of Directors, for overall superv ision and directions on policy matters by the board. The power of general superv ision and control of me affairs of the ban is exercise by the president and man aging director of the ban who is the chief executive officer. Above all, the ba n will be manned and managed by a galaxy of talented professionals proficient i n the individual fields and dedicated to the cause of the ban . MANAGING DIRECTOR Deputy Managing Director Senior Executive Vice President Executive Vice President Senior Vice President Vice President Chapter Two Senior Assistant Vice President Assistant Vice President Senior Principal Officer Principal Officer Senior Executive Officer

Senior Officer Officer Junior Officer Assistant Officer (Cash/ General) Chapter Two 2.18 Product and Services of UCB UCB Money Maximizer UCB Earning Plus UCB DPS Plus Western Union Money Transfer SMS Ban ing Service Online Service Credit Card One Stop Service Time Deposit Scheme Monthly Saving Scheme Deposit Insurance Scheme Inward and Outward Remittances Travelers Cheque Import Finance Export Finance Wor ing Capital Finance Loan Syndicate Underwriting and Bridge Financing Trade Finance Industrial Finance Foreign Currency Deposit A/C NFCD(Non-Resident Foreign Currency Deposit A/C) RFCD (Resident Foreign Currency Deposit A/C) Consumer Credit Scheme Loc er Service SWIFT Service Chapter Two

Chapter Two 2.19 Overview of the Branch Name of the Branch: Nayabazar Location: 9, Bashabari Lane (1st floor), Dha a 1100. Telephone Number: 7393123-105, 7396082. E-Mail: nbz@ucbl.com Branch In-Charge: Alamgir Kabir, Vice-President. 2.20 Functional Hierarchy of Nayabazar Branch

Defining Mar eting and the Mar eting process in UCB UCB and Mar eting strategy: Partnering to build Customer relationship The mar eting environment Segmentation, Targeting and positioning: Building the right relationships with t he right customer Product, Service and branding strategy New product Development strategy Pricing product: pricing considerations and approaches Mar eting Channels and supply chain management Retail Ban ing Integrated Mar eting communication strategy Managing Mass Communications: Advertising, Sales promotion and public Relation, Event Mar eting in the digital age The global mar etplace Mar eting ethics and social Responsibility SWOT Analysis Chapter Three 3.1 Defining Mar eting and the Mar eting process in UCB 3.1.1 Definition of Mar eting in UCB The process by which companies create value for customers and build strong custo mer relationships in order to capture value from customers in return .In the mar eting process, Company wor s to understand consumer, create customer value and build strong customer relationship. UCB is one ind of service organization in B angladesh so it creates and launches different types of value added service (SMS ban ing, online ban ing, Core ban ing, Niche Ban ing, offshore ban ing, Green b an ing, ATM service and different inds of deposit system and advance facilities etc.) for introducing and attracting new and high value customer as well as bui ld strong profitable customer relationship. 3.1.2 Designing a customer driven Mar eting Strategy in UCB Selecting customers to serve: The company must first decide who it will serve. It does this by dividing the ma r et into segments of customer (mar et segmentation) and selecting which segment s it will go after target mar eting.UCB tries to facilitate the target customer through segmenting the whole customer mar et in different needs and wants. It pr ofitably target affluent businessmen, service holder, merchant customer, corpora te customer and household. Choosing a value proposition: The company must also decide how it will serve target customer-how it will diffe rent and position itself in the mar et place. A companys value proposition is the set of benefits or values it promises to deliver to consumer to satisfy their n eeds.UCB provides online facilities for distance customer, offshore ban ing for

adverse and nonresident customer, Green ban ing for environment conscious custom er, ATM service for time saving and conscious customer, Mobile ban ing for expan ding the space and scope of Ban ing area. Chapter Three 3.1.3 Building customer Relationship in UCB Customer relationship management (CRM): The overall process of building and maintaining profitable customer relationship s by delivering superior customer value and satisfaction . Relationship building bloc s: Customer perceived value is the difference between total customer value and total customer cost. The extent to which products perceived performances ma tches a buyer expectation.UCB tries to maintain good relationship with their val uable customer by providing high interest of deposit loan as well as different l oans li e Cash credit, PAD, LTR, OD, and SOD etc with comfortable interest. Many branches open a customer relationship and problem solving des for reducing the clients harassment. Every employee of different department and manager also do h ard wor for customer satisfaction in our Nayabazar branch. Changing nature of customer relationship: Dramatic changes are occurring in the ways in which companies are relating to th eir customers. Conventional companies focused on mass mar eting but todays firms are building more direct and lasting relationship with more carefully selected c ustomers. Today, UCB provides ban ing updates to their superior customer through SMS, Online and Mobile ban ing. It also ma es a relationship through Niches mar eting li e Agro based loan, Students loan, Marriage loan etc.Each type of group are communicating in distinctive process. Partner relationship management: Wor ing closely with partners in other companys departments and outside the compa ny to jointly bring greater value to customer .UCB ma ing a partnership business other ban s which have competitive advantage in different service li e it conne cts with all DBBL ATM booth for flourishing demand. Our branch also ma es a good relationship with its same other branches as well as other ban in order to red ucing the liquidity crisis of fund. Chapter Three 3.1.4 Capturing value from Customer in UCB Creating customer loyalty and retention: Good customer relationship management creates customer delight. In turn, delight ed customers remain loyal and tal favorably to others about the company and its products and services. The aim of customer relationship management is to create not just customer satisfaction but customer delight. Now-a-days, UCB facilitate customer solving des in order to ma e the general customer into loyal and rete ntion. Because it profitable to ma e a customer loyal towards a service rather t o motivate new customer. The maintenance cost of loyal customer is lower than th e fresher. Growing share of customer: The portion of the customers purchasing that a company gets in its product catego ry. To increase deposing share of customer, UCB leverage customer relationship b y offering greater (CD,SB,DPS,MSS,UCB earning Plus, Different period of fixed de posit as well as different loan facilities li e LTR,LIM,CC,SOD,HBL,ML,SL,TL etc) to current customer. Building customer loyalty: The ultimate aim of customer relationship management is to produce high customer Equity.UCB view customers as assets that need to be managed and maximized. But not all customers, not even all loyal customer, are good investment.UCB classify customer according to their potential profitability and manage its relationship

with them accordingly. The new mar eting Landscape in UCB: The recent technology boom has had a major impact on the ways mar eters connect with and bring value to their customer. In future, UCB going to operate core ban ing system, controlled by principal branch and other branches acts as a service centre as well. Chapter Three 3.2 UCB and Mar eting strategy: Partnering to build Customer relationship 3.2.1 Planning Mar eting UCBs strategic plan establishes what inds of businesses it will be in and its ob jectives for each. Then, within each business unit (core ban ing, ATM ban ing, G reen ban ing, SMS ban ing etc) more detail planning ta es place. The major funct ional departments in each unit-mar eting, finance ,accounting, operation, inform ation system ,human resource and others- wor together to accomplish strategic o bjectives of this ban . 3.2.2 Mar eting strategy and the mar eting mix The mar eting logic by which the business unit hopes to achieves its mar eting o bjectives. Customer centered mar eting strategy: UCB nows that it cannot profitably serve all consumers in a given mar et at leas t not all consumers in the same way. There are too many different inds of consu mers with too many different inds of needs. And UCB is in a positively to serve some segments better than others.UCB divide up the total mar et, choose the bes t segment and designs strategies for profitably serving chosen segment. It creat es a positive ban ing positing through arranging for different services to occup y a clear, distinctive and desirable place relative to competing services and fi rms in the minds of target customer. Chapter Three 3.2.3 Developing the mar eting mix The set of controllable tactical mar eting tools-product, price, place and promo tion that the firm blends to produce the response it wants in the target mar et. Product: UCB launches different types of services in order to growing mar et needs and al so compete with competitors. Price: UCB also consider the customer ability as well as consider the operating cost o f those services due to set up the pricing of deposit and loan. Place: UCB also consider convenient of the business customer as well as available targe t customer for establishing their branches. Promotion: UCB provides advertisement in different electronic, print and cable media. It ch anges its Logo recently. It sponsored in tourism sector, sports sectors etc 3.2.4 Measuring and managing return on mar eting Focus on technology: UCB ta ing a lead on BEFTN .United Commercial Ban Limited (UCB), a leading comm ercial ban ta ing advantage of their superior technology and expertise has rece ntly signed a contract with Chittagong stoc exchange (CSE) to provide services under the Bangladesh Electronic Fund Transfer Networ (BEFTN) held at Bangladesh ban premises.

Chapter Three 3.3 The mar eting environment The actors and forces outside mar eting that affect mar eting managements ability to build and maintain successful relationships with target customers. 3.3.1 UCBs Microenvironment The actors close to the company thats affects its ability to serve its customer. Firm: In designing mar eting plan, UCB ta es other ban groups into account-such group as top management, finance, research and development, purchasing, operation and accounting Supplier: Suppliers form an important lin in the companys overall value delivery system. M obile company is the supplier of SMS ban ing and DBBL ATM booth are the supporte r of ATM service Mar eting intermediaries: Firms that help the UCB to promote sell and distribute its goods to final buyers . They include reseller, physical distribution firm(authorized C&F firm), mar e ting service agency(mar eting research firm, advertising agency, media firms, ma r eting consultants) and financial intermediaries(central ban , credit company, insurance company)etc. Chapter Three Customer: UCB needs to study three types of customer mar et closely. Consumer mar et (ulti mate mar et), Business mar et (Niches clients), Government mar et (provides loan to the government in short or long term duration), international mar et (It goi ng to enter international ban ing service in order to capture profitable foreign customer and also acting as a corresponding ban as a negotiation ban ) Competitor: UCB tries to provide greater customer value and satisfaction in different specia lized sector than competitor.UCBs foreign exchange sector holds a competitive adv antage in LC pening & losement rate than other competitor Ban (Basic ban , nati onal ban , Dutch Bangla ban etc.) Publics: Financial public of UCB (Ban , Insurance), Media public of UCB (newspaper, magazines, radio, television) Government publics of UCB (lawer, product safety organization) Internal public of UCB (wor ers, managers, bord of directors) Local public (general customer)

Chapter Three 3.3.2 UCBs Macro environment Demographic environment: The study of human population in terms of size, density, location, age, gender, race, occupation and other status .It consider the demographic factors whenever

they wants to demographic attributes based ban ing service li e Offshore ,green ban ing, online ban ing etc. Economic environment: Factors that affect consumer buyer power and spending patterns .It also consider the consumer Changing income in their pricing strategy. Changing consumer spending patterns a lso need to consider in mar eting strategy. Natural environment: Natural resources that are needed as inputs by mar eters or that are affected by mar eting activities Technological environment: Forces that create new technologies, creating new product and mar et opportuniti es . Ban ing sector is going to more competitive today so Ban s have to incorpor ate all types of new technology in order to cope up with growing new customer de mand. Political environment: Laws, government agencies, and pressure groups that influence and limit various organization and individual in a given society . Our ban also follows the diffe rent types of ban ing law due to respect central ban decision as well as eepin g the economy strong Cultural environment: Institution and other forces that affect societys basic values, perception, and p reference and behaviors .It consider those factors in order to introducing new s ervices to the different cultural customer. Chapter Three 3.4 Segmentation, Targeting and positioning: Building the right relationships wi th the right customer Mar et segmentation is an important part of any mar eting plan. It is the first step in the STP process that precedes any mar eting strategy. The purpose of STP is to identify and describe distinctive mar et segment, target specific segment s and then pinpoint the differencing benefits to be stressed in mar eting. 3.4.1 Mar et Segmentation The process of evaluating each mar ets segments attractiveness and selecting one or more segments to enter. Major segmentation variables that UCB consider for customer mar et in order to l aunch different deposit, loan system as well as other ban ing service: Demographic variables (Age, Gender, family size, income, occupation, religion et c.) Psychographic Variables ( Social class, lifestyle) Behavioral Variables ( occasion ,benefit, user status, user rate, loyalty status etc) 3.4.2 Target Mar eting A set of customers sharing common needs or characteristic that the company decid es to serve .UCB consider the segments size and growth, segments structural attr activeness, company objectives and resources. They consider the segments less at tractiveness if service already contains strong and aggressive competitors. In i ts view point, a segment might less attractive if it contains powerful supplier who can control prices or reduces the quality or quantity of ordered goods and s ervices. Basically, UCB follows undifferentiated (mass) mar eting in order to pr ovide one or single offer to the whole mar et. It also follow differentiated (se gments) mar eting strategy to target several mar et segments with separate offer for each. It also applies concentrated mar eting for niche customer. Local ban ing for domestic customer, individual mar eting for customize or one to one fac ilities. Chapter Three

3.4.3 Positioning for competitive advantage Not all brands differences are meaningful or worthwhile, not every difference ma es a good differentiator. Each difference has the potential to create company c ost as well as customer benefits. Therefore, the company must carefully select t he ways in which it will distinguish itself from competitors. Some criteria that UCB consider due to positioning the targeting segments:

Chapter Three

3.5 Product, Service and branding strategy 3.5.1 Product and services Currently United Commercial Ban is offering a lot of products and services. Tho se are as follows: One Stop Service Time Deposit Scheme Monthly Savings Scheme Deposit Insurance Scheme Inward & Outward Remittances Travelers Chaque Import Finance Export Finance Wor ing capital Finance Loan Syndication Underwriting & Bridge Financing Trade Finance Industrial Finance Foreign Currency Deposit A/C NFCD (Non Resident Foreign Currency Deposit Account) Consumer Credit Scheme Loc er Service RFCD (Resident Foreign Currency Deposit Account) ERQ (Export Retention Quota Account)

Important: UCB delivers a highly valued benefit to target customer. Distinctive: It wants to offer services in a more distinctive way. Superior: Its differentiation is superior to other ways that customers might obtain the s ame Benefit. Communicable: The differentiation is communicable and visible to customer. Preemptive: All types of services that might not copy with the competitors li e competitive advantage in lower dollar rate in the crisis mar et. Affordable: Customer is affording to pay different rates of loan in individual customer. Profitable: It launches many services with a profitable matter.

Chapter Three 3.5.2 Branding strategy: building strong brand As a commercial ban , UCB realizes the major enduring asset of a ban is Brand, outlasting the ban s specific product and facilities. So, it carefully develop an d manage its brand as a powerful asset of ban . The ey strategy that it follows : Brand equity: The positive differential effect that nowing the brand name has on customer res ponse to the product or service.UCB realizes that brands are more than just name and symbols. They try to establish the ban as a brand which represents consume r perceptions and feeling about a product and its performance. Today, UCB ban e xists in the minds of consumer. The real value of a strong brand UCB is its powe r to capture consumer preference and loyalty. Building strong brand: Branding poses challenging decision to the mar eter. The major brand strategy de cisions involve brand positioning, brand name selection, brand sponsorship, bran d development. All types of strategies are applying by the UCB to establish it a s a strong brand towards the customer mind in ban ing sectors. Brand positioning: UCB try to position their brands clearly in target customers mind. Attributes are the least desirable level for brand positioning. It wants to launch some servic es and attributes which is needed for the customer and also the current needs an d demand.

Chapter Three Brand name selection: A good name can add greatly to a products success. Finding the best brand name i s a difficult tas . It begins with a careful review of the product and its benef its, the target mar et and proposed mar eting strategies. Brand sponsorship: A ban has four sponsorship options. The product or services may launch as a par ents brand .All types of product or services are launched by the UCB with its pa rents name. It may not sell to reseller who gives it as private brand or license brand or co-branding. Line extension: Using a successful brand name to introduce additional items in a given product c ategory under the same brand name such as new service,forms,colorsadded ingredien ce or pac age size. All types of product or services are introduced under the sa me brand name UCB. Such as different types of Loan and deposit types are under U CB. Brand extension: Using a successful brand name to launch a new or modified service in a new categ ory .It has extended its enduring offshore ban ing, SMS ban ing, online ban ing, ATM service etc.into new categories under a strong brand UCB. Managing Brands UCB manage its brands carefully. The brand position of UCB consciously communica ted to customer. They often spend huge amount on advertising to create brand awa reness and to build preference and loyalty. It periodically audits its brands st rength and wea ness .sometime, it changes its brands tool logo, elements in order to meeting changing customer preference. It tries to increase its brands image t

hrough promotional activities as well as re-educating the customers.

Chapter Three

3.6 New product Development strategy

UCB follows a new product development strategy in order to introducing new servi ces li e Core ban ing, offshore ban ing, green ban ing ,online ban ing,SMS and m obile ban ing, ATM ban ing etc. For that reason, it generates the idea from internal source (employees of the ba n ) & external sources (customer and competitors).then screening new product ide as (those services) in order to spot good ideas and drop poor ones as soon as po ssible. Then develop the concept and testing (socital mar eting concept is for g reen ban ing, product concept for ATM services etc.).It tests those services wit h a group of target customer to find out the strong consumer appeals. Then desig n the effective mar eting strategy development. It also reviews the sales, cost and profit projection as a business analysis. If the service brings the profit t hen they develop the service through locating infrastructure and training the em ployee etc. After developing the above process, it tests the mar et through diff erent system li e standard test mar et, controlled test mar et. Simulated test m ar et.

Idea generation Idea screening Concept development and Testing Mar eting strategy development Business Analysis Product Development Test mar eting Commercialization

Figure: New product development strategy Chapter Three 3.7 Pricing product: pricing considerations and approaches Pricing is a critical element in any companys mar eting plan because it directly affects revenue and profit goals. Effective pricing strategies must consider cos

ts as well as customer preconceptions and competitors reaction, especially in hig hly competitive mar et. Now-a -days, ban ing sectors is going to be a competitiv e field for the ban .Each ban are specialized to set strategic pricing through achieve competitive advantage. DBBL getting competitive advantage in setting AT M charge, Brac ban in loan sector but UCB specializes in LC opening and loseme nt price as well as provide lucrative deposit interest (Fixed deposit rate 14%) to its superior customer. 3.7.1 Factor to consider when setting price Internal factor: Internal factors affecting pricing include the Ban s mar eting objectives; mar et ing mix strategy, cost and organizational consideration.UCB develop its Credit c ard price to compare with other ban performance in the higher income segments. it requires charging a higher price.Price is only one of the mar eting mix tools that a ban uses to achieve its objectives.UCB coordinates with service design, distribution and promotion decision to form a consistent and effective mar etin g program in its price decision. Cost set the floor for the price that the compa ny can charge.UCB wants to charge a price that both covers all its different typ es of loan(LTR,LIM,HL,ML,CC,SOD,TL etc.) cost for introducing, distributing, sel ling the service and delivers a fair rate of return for its effort and ris .Mana gement must decide who within the organization should set price. Pricing is typi cally handled by divisional or service line manager. In UCB, It provides empower ment to the branch manager to negotiate with customers within certain price rang e. In our branch, whenever, retail officer Mr.Masud Ahmed deal with a customer f or deposit or loan purpose, he wants to tal with manager for faciliting a comfo rtable price for customer. Chapter Three External factor: External factor that affect pricing decisions include the nature of the mar et a nd demand, competition and other environmental elements.UCB follows oligopoly co mpetition pricing strategy consist of a few sellers who are highly sensitive to other pricing. It considers consumer perception of price and value in many servi ces (SMS ban ing, online ban ing, offshore ban ing etc.).It also analyzes the pr ice-demand relationship in DPS, MSS, STD, Fixed deposit etc.UCB also consider pr ice elasticity of demand and competitors costs, price and offers in order to deve lop its price and profit design. 3.7.2 General pricing strategy Cost base pricing: UCB adds a standard mar up to the cost of the service. It also considers Brea -e ven analysis to ma e a target profit. Now-a-days, cost of service is too high th at ban is bound to increase its charge in Foreign exchange function (margin, co mmission, Vat, swift cost, Miscellaneous and Stamp charge etc). Value based pricing: Setting price based on customers perceptions of value rather than on the selling cost.UCB develops this price for less price sensitive customer and high value cu stomer li e offshore ban ing, online ban ing, SMS ban ing, ATM service and other loan facilities. Competition based pricing: Consumers will base their judgments of a products value on the prices that compe titors charge for similar products.UCB try to follow competitor price policy eit her its cost of those service is higher than the competitors.ATM charge,LC losem ent rate etc. All attempts are ta en for customer satisfaction. Chapter Three 3.8 Mar eting Channels and supply chain management

Company need to pay close attention to their mar eting channel. By planning the design, management, evaluation and modification of their mar eting channel. Comp any can ensure their products are available when and where customer wants to buy . A set of interdependent organizations involved in the process of ma ing a prod uct or service available for use or consumption by the consumer or business user . The head office and principal branch of UCB are strongly monitoring the all ot her branches situated in all over the country due to calculate the service quali ty of every branch performance. Head office provides the prompts information if any problems occur in any branch. It also provides the training to their employe e in order to ma e them more s illed and appropriate and comfortable to the cust omer. 3.8.1 Channel managing decision: Once the ban has reviewed its channel alternatives and decided on the best chan nel design, it implements and manages the chosen channel. Channel management cal ls for selecting, managing and motivating individual channel members and evaluat ing their performance over time. UCB ma es different agreement with other ban ( DBBL) as a channel member in order to getting ATM booth facilities where UCBs ATM service is not available. Central ban acting as a forward lin age channel memb er that solves the Chaque clearance facilities . Many C&F firms is the another f orward lin age industries acting with foreign exchange departments. Many other c ompetitors Ban is acting as same for facilitating liquid money in the crisis si tuation. It also ma es a good relation with bac ward lin age industries (many press cente rs, retail store, electronic firms etc) for getting quic service li e voucher b oo , register boo , offset papers,cheque boo etc. Chapter Three 3.9 Retail Ban ing Retailers play a critical role in mar eting strategy because of their relationsh ip with the final customer. Management need to manage their connections with the se channel intermediaries. All activities involved in selling goods and services directly to final consumer s for their personal and non business use. Li e a manufacturing firm, ban ing se ctor also conducting retail ban ing facilities to the customer for more capturin g mar et as well as providing faster service to the customer than competitors. M r.Masud Ahmed is the head of retail ban ing in our branch. They provide the deta ils information of every deposit system as well as loan term to the customer as their requirements. 3.9.1 Retail ban ing decisions: The groups of retailer in our branch are always searching for new ban ing strate gies to attract and hold customers. They attract customers with unique products, more or better service than the other ban . they are consider target mar et pos itioning policy, product assortment and service decision, price decision, promot ion decision with their business scope as well as place decision. 3.9.2 The future of retail ban ing: UCB tries to emphasis on retail concept especially growth of non store ban ing ( online ban ing, SMS ban ing, mobile ban ing, ATM ban ing etc.), growing importan ce of retail technology and it also conduct retail ban ing as a communities etc.

Chapter Three 3.10 Integrated Mar eting communication strategy Every mar eting plan must include a section showing how the company will use mar eting communications. The question is not to whether to communicate but rather

what to say, to whom, how to say it, how often and which promotional tools to us e. 3.10.1 A view of the communication process: As an Integrated ban ing communication, UCB conduct the target audience and set ting a well-coordinated promotional program to obtain the desired audience respo nse. It integrated communication focus on immediate awareness, image or preferen ces goals in the target mar et. But today, it is moving toward viewing communica tion as managing the customer relationship over time. Its communication programs develop for specific segment (offshore ban ing), nich es (religious ban ing) and even for individuals. 3.10.2 Steps in developing effecting communication: The steps in developing an effective integrated communications and promotion pro gram is Identifying the target audience, Determining the communication objective s, designing a message with content, structure, format, then choosing media, per sonal communication channels, nonpersonal communication channel, selecting the m essage source as well as collecting feedbac .UCB identifies the target customer based on its scope of service then it determine the communication objectives by which way (SMS,telephone,mail etc.) they will provide update information to the customer and for promoting the customer, then it design a message for distincti ve service with a informative content and well structure & format then choosing the appropriate media (Electronic ,print etc) as well as personal (employee)and nonpersonal(Media) communication channel. After delivering the message, it colle cts the feedbac from different client (export import client, loan client, Depos itor, ATM customer etc.).If either it is negative, customer relationship departm ent solve customers problem. Chapter Three 3.10.3 Setting the total promotional budget and Mix: For setting the total promotion budget, UCB follow some common method li e Affor dable method, percentage of sales method(a certain percentage of current or fore cast sale),competitive parity method, objectives and tas method(determine the c ost of performing this tas ). But especially, it follows the percentage of sale method and objective tas meth od etc 3.10.4 Socially responsible Mar eting Communication: UCBL Donates 50 Laptop Computers at October 04, 2007 A principle of enlightened mar eting that holds that a company should ma e go od mar eting decisions by considering consumer wants, the companys requirements, consumers long-run interests and societys interest United Commercial Ban Ltd. has donated 50 Laptop Computers worth about T . 44.0 0 lac to the Chief of Army Staff for the Election Commissions Voter I. D. Program me Recently UCBL donated an amount of T . 25.00 lac to the Chief Advisers Relief & W elfare Fund in a bid to help the people in distress due to devastating flood in the country. Training Programme on Anti-Money Laundering at May 19, 2007

Chapter Three 3.11 Managing Mass Communications: Advertising, Sales promotion and public Relat ion, Events Advertising, sales promotion and public relations are among the most visible out comes of any mar eting plan. These mass communication tools provide support for branding, product, pricing and distribution strategies. Advertising: Any paid form of nonpersonal presentation and promotion of ideas, goods and serv ices by an identify sponsors. As tools of advertising, UCB uses electronic media , print media, billboard, internet, magazine, calendar etc. Sales promotions: Short -term incentives to encourage the purchase or sale of a product or service . As a sales promotion, UCB apply point of purchase display, premium, discount, specialty advertising etc. Public Relation: Building good relation with the ban s various public by building up a good corpora te image and handling off unfavorable rumors, stories and events. As a tools of p ublic relation, UCB sponsors in Sports(UCB golf Tounament-2011 at Bhatiary, Chit tagong, sponsor Tigers for ICC World T20, Bangladesh Cric et Team glorified UC B Credit Card, Annual Business conference at January 09, 2011, Chapter Three Personal selling: Personal presentation by the firms sales force for the purpose of ma ing sales an d building customer relationship .The sales people of UCB and all other employee s are responsible to fulfill their target through selling different deposit and loan system to the customer. Direct Mar eting: Direct communications with carefully targeted individual consumers-the use of te lephone, mail, fax, e-mail, the internet and other tools to communicate directly with specific customer . Our branch applies direct mar eting tools to inform th e new law system, interest rate, doller rate and other update information to the loyal and more profitable customer.

Chapter Three 3.12 Mar eting in the digital age 3.12.1 Digitalization and connectivity:

In the Ara of digitalization, All branches are connected with internet. All depa rtments of each branch are interconnected with intranet (a networ s that connect s employee within a company to each other and to the company networ ).All branch es as well as including head office and principal branch of UCB and any other au thorized firms (central ban , ministry of finance) are connected with extranet ( a networ s that connects a company within its supplier and distributors) 3.12.2 Mar eting strategy in digital Age: E.business: Electronic business that UCB uses of electronic platforms-internet, extranet, in tranet to conduct the ban ing service E.commerce: Electronic commerce that buying and selling processes supported by electronic me ans, primarily the internet. E.mar eting in new age: The mar eting sides of electronic commerce-UCB efforts to communicate about, pro mote, and sell products and services over the internet

Chapter Three 3.13 The global mar etplace Global mar eting offers a way for companies to grow by expanding the customer ba se beyond the domestic mar et. A firm that by operating in more than one country , gains R & D, production, mar eting and financial advantages in its cost and re putation that are not available to purely domestic competitors . UCB wants to enter in international mar et due to high profitable ban ing demand in foreign mar et. It also enters in new mar et because of complex competition in domestic mar et as well as narrow business scope. As a consideration of inter national environment, it asses economic environment (subsistence, raw material, industrialization etc), political-legal environment, cultural environment etc.UC B wants to regulate itself as a corresponding and negotiable ban for export and import business worldwide. Lin with global corresponding ban for foreign exchange department: Standard chartered ban HSBC ban Mashreq ban Wachovia Ban ABBL Mumbai Citi Ban NA etc.

Chapter Three 3.14 Mar eting ethics and social Responsibility 3.14.1 Business Action toward socially responsible 3.14.1.1 Consumerism: An organized movement of citizens and government agencies to improve the rights and power of customer in relation to sellers .UCB tries to launch and offer diffe rent types of deposit term (DPS, MSS, STD, different period of fixed deposit) an d loan sectors due to one to one customer income ability and current demand.

3.14.1.2 Environmentalism: An organized movement of concerned citizens and government agencies to protect a nd improve peoples living environment . UCB offers green ban ing policy in their ban ing service. 3.14.1.3 Green Ban ing at UCBL The Green Ban ing Policy of United Commercial Ban Limited has already been form ulated by the Green ban ing Cell and the Board of Directors approved it. In line w ith the Policy, adequate funds will be allocated in the next budget of the Ban for related activities. As per the guideline of Bangladesh Ban , a separate policy has been formulated a s Environmental Ris Management (ERM) Policy, aligned with Credit Ris Managemen t Policy. The Board of Directors also approved the ERM Policy. Besides, Formulat ion of a draft Green Office Guide for the purpose of development of In-house Envir onment Management is at the final stage. In the meantime, the following activities and programs have been underta en in c ompliance with Green Ban ing Guidelines of Bangladesh Ban : Chapter Three Variable Refrigerant Flow (VRF) system Air Cooler, lessening around 25% electric ity consumption, has been installed at Ban s Corporate Head Office. Since the inception of 2011, the Ban has started installing energy efficient bu lbs in the newly established Branches. As an initial initiative of establishing environment friendly Branches, the Ban has introduced solar energy system at Noapara Branch, Chittagong and other Bran ches will be equipped with the same system phase by phase. Different divisions of the Ban are disseminating operational guidelines, circul ars and Management decisions as well as collecting statements through email redu cing use of paper. The Data Center built inside the Corporate Head Office at Gulshan uses In-Row Pr ecision Air-Cooling System which ensures minimum power consumption to maintain n ecessary temperature for the Data Centre Equipments. Managed Rac based Structured Networ has been implemented at Data Center. As su ch required space and dissipated heat is much less compared to traditional Data Centre. Central UPS (Uninterrupted Power Supply) installed at each floor which reduces t otal bac up power requirement. Separate Networ Switch room at each floor reduces unnecessary cable lying in th e Data Center. CRT (Cathode Ray Tube) Monitor has been replaced by LCD (Liquid Cristal Display) Monitor in all wor stations in Head Office which reduces dissipated heat and p ower requirement for the computer system. UCB is the pioneer in introduction of Bangladesh Electronic Fund Transfer Networ (BEFTN) transaction system which reduces dependency on paper-based transaction . Sixty numbers of ATM Booths have been installed which reduce operation time and consumption of Chaque boo . Ban s all printers are with double sided printing facility and enabled with Eco-fo nt. HR Management software has been installed for generation of salary advice which is reducing manual paperwor . Chapter Three In-house CIB software has been installed which is allowing Branches to input dat a as and when required hence complimenting paperless wor flow. In-house MIS software installed for capturing operational data, centralized proc essing and KPI which has reduced use of paper and saving time and wor hour. The Ban has been giving emphasis on financing eco-friendly business activities

and energy efficient industries li e Effluent Treatment Plant. The Ban has rece ntly financed Term Loan of T .16.85 Core to establish two bric fields using Hyb rid Hoffman Kiln (HHK) technology. UCB is already providing online ban ing services to its valued clients through 1 15 branches. Our valued clients are also using SMS Ban ing services offered by t he Ban . UCB is on the verge of selecting a robust Core Ban ing Software (CBS) covering a ll ban ing operations including delivery channels as well as Offshore Ban ing an d Islamic Ban ing. With the implementation of CBS, UCB will be equipped to offer more paperless and eco friendly ban ing services.

Chapter Three 3.15 SWOT Analysis UCB has several powerful strengths on which to build, but its wea ness is lac of brand awareness and image. The major opportunity is growing demand for multi service of UCB that delivers communication specific benefit. It also faces the t hreat of ever-higher competition and economic instability etc. 3.15.1 Strengths: It is a internal capabilities that can help the company reach its objectives. Innovative service Compatibility Pricing All branches are in on line 1st generation ban 3.15.2 Wea ness: It is an internal element that may interfere with the companys ability to achieve its objectives. Core ban ing is still absent Lac of brand awareness Absence of niche ban ing 3.15.3 Opportunities: It is areas of buyer need or potential interest in which the company might perfo rm profitably. Scope of expansion Going to enter core ban ing system Increasing demand for multiple service communication method Chapter Three

3.15.4 Threads: Its a challenge posed by an unfavorable trend or development that could lead to l ower sales and profit. Increased competitors Downward pressure on pricing Economic instability

Major Findings Recommendation Conclusion

Chapter Four 4.1Major Findings From the experience of concluding the project a number of findings may be given which may be useful or the newly entrance to offering these services of Mar etin g such as:A special customer appointed to the Ban for guiding the users and recording the ir complains and reporting to the management. Ban provides the facility and gives opportunity to transaction a certain sum of money in credit time. UCB and Mar eting strategy is appropriate with its different service Partnering to build Customer relationship process The mar eting environment of UCB is helpful and comfortable to employee and clie nt. Segmentation, Targeting and positioning for building the right relationships wit h the right customer It Product, Service and branding strategy is better than other ban

Branding strategy ta en for building strong brand New service Development strategy is going on a proper process. Pricing considerations and approaches are useful for the customer and ban Mar eting Channels and supply chain management are well wellorganised Retail Ban ing is attracting to the client. Integrated Mar eting communication strategy Managing Mass Communications Advertising, Sales promotion and public Relation, E vents It accumulates new and modern technology in the digital age It tries to enter global mar etplace It tries to follow Mar eting ethics and social Responsibility. Chapter Four 4.2 Recommendation As an organization the United Commercial Ban Limited has earned the reputation of top listed ban s operating in Bangladesh. The organization is much more struc tured compared to any other listed ban operating in Bangladesh. It is relentles s in pursuit of business innovation and improvement. It has a reputation as a le ader in financing manufacturing sector. With a bul of qualified and experienced human resource, United Commercial Ban Limited can exploit any opportunity in t he ban ing sector. It is pioneer in introducing many new products and services i n the ban ing sector of the country. Moreover, in the retail-ban ing sector, it is unmatched with any other listed ban s because of its wide spread branch netwo r ing thought the country. The success of a ban depends on improved service del ivery to its customers. Now so many ban s in the country have emerged to cater t o the needs of the customers. But till now most of the ban in Bangladesh is usi ng conventional ban ing system. UCB is not exception to this trend. So, there ar e many areas to improve. In this regard, I would li e to recommend the following s: The Chec passing system of UCB is very time consuming. When a client submits a chec , its handled in three places. Firstly, it is registered on the suppleme ntary sheet, then it comes for computer posting (as well for first cancellation) and lastly it comes to the section in-charge for verification of the signature and for cancellation. After that it goes to the cash payment officer for final p ayment. For this system, the client has to frequently enquire that whether his/h er chec has been passed for payment or not. Also, it ta es their valuable time. So, UCB needs to change this system and move on to a better chec passing syste m. The ban should launch new products such as auto teller machine; tale ban et c for betterment of customer service. Strict supervision must be adopted in case of high-ris borrowers. Time to time visit to the project should be done by the ban officials.UCB must understand that the eys of becoming one of the most su ccessful ban s dont only depend on the growth and profitability of the ban . It a lso depends on the relationship with its present and prospective clients. If UC B can incorporate the latest ban ing systems and maintain a good customer relati onship then obviously they will emerge as one of the most successful ban s in th e country. Chapter Four 4.3 CONCLUSION Modern Commercial Ban ing is exacting business. The reward are modest, the penal ties for bad loo ing are enormous. And Commercial ban s are great monetary insti tutions, important to the general welfare of the economy more than any other fin ancial institution. It has a vastly sobering and exacting responsibility. United Commercial Ban Limited playing a vital role in improving living of stand ard of the people by mar eting. Without Ban s co-operation, it is not possible to run any business or production activity in this age. Social mar eting, one to one mar eting, customer satisfaction process, customer relationship management etc. are the important issues for the ban in order to survive in the mar et wit h a huge competition of oligopoly mar et of ban ing sector. So, united commercia

l ban was ta ing some significant stapes, mentioned above, which helps them to empowering the employee as well as bringing satisfaction to the customer. There is lot of ris s involved in ban ing business. So, the United Commercial Ban Lim ited (UCBL) has to clearly justify the customers from a neutral point and gather the current information about the mar et.

References Broachers of UCB (Produces & Services Descriptions pg.52-54) http://mar etingteacher.com/lesson-store/lesson-personal-selling.html (accessed on 05 January 6.30pm)( personal-selling, pg: 63-64) http://tutor2u.net/business/mar eting/promotion.asp (accessed on 07 January7.30p m) (what is promotion, pg: 63-64) www.ucbl.com nbz@ucbl.com Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 2 Chapter: 1 (Def ining Mar eting and the Mar eting process in UCB, pg:42-44 ) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 34 Chapter: 1 (UC B and Mar eting strategy: Partnering to build Customer relationship, pg:45-46) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 34 Chapter: 2 (UC B and Mar eting strategy: Partnering to build Customer relationship, pg:45-46) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 62, Chapter: 3 (T he mar eting environment, pg:47-49) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 192, Chapter:7 (S egmentation, Targeting and positioning: Building the right relationships with th e right customer, pg:50-51) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 230, Chapter:8 (P roduct, Service and branding strategy, pg:52-54) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 272, Chapter:9 (N ew product Development strategy, pg:55--56) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 304, Chapter:10 ( Pricing product: pricing considerations and approaches, pg:57--58) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 358, Chapter:12 ( Mar eting Channels and supply chain management, pg:59) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 394, Chapter:13 ( Retail Ban ing, pg:60) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 424, Chapter:14 ( Integrated Mar eting communication strategy, pg:61-62) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 452, Chapter:15 ( Managing Mass Communications: Advertising, Sales promotion and public Relation, Event pg:63-64) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 550, Chapter:18 ( Mar eting in the digital age pg:65) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 618, Chapter:19 ( Mar eting ethics and social Responsibility pg:66) Principal of Mar eting by Sir Philip Kotler, 11th edition, pg: 586, Chapter:20 ( The global mar etplace pg:67-69) UCB Annual report,2010(Last five years at a glance,pg.39)