ISSN : 2693 6356 

2023 | Vol 6 | Issue 4 

 

 

Strategies for digital initiatives and corporate planning 
M .Mallika ,K.Harshitha , M.Deekshitha 

Associate Professor
1,2,3

  

Librarian KLE Society S. Nijalingappa College Rajajinagar, 

 

Abstract 

In today's global economy, the financial system is crucial. Individuals deposit their funds with 

banks, which then provide loans to entrepreneurs and manufacturers. Loans from banks are a 

boon to the economy. Loans from financial institutions help manufacturers pay for things like raw 

materials and working capital. Putting money in a bank is a secure option. It's also a good way to 

rack up interest. As a result, people are more motivated to save, and they put away more money. 

The funds spared may be invested in the creation of further capital equipment. In this way, banks 

contribute to economic development by providing a source for additional money. The systems 

that control the bank's operations are what create and compound the savings. Therefore, research 

has been conducted to examine the KVB's business strategies and its banking sector management. 

Key words: Subsidy Program, Reliable Service, Participation Plan, and Activators 

 

 

 

 

 

 

 

 

 

Introduction 

Domestic and foreign commerce are both 

aided by the banking system. Much business 

is conducted on credit. In order for 

businesses to provide credit terms to their 

clients, they rely on bank references and 

guarantees. This is especially crucial in 

international commerce, when buyers and 

sellers may be located in completely 

different nations and be completely 

unfamiliar with one another. Banks serve 

both local and foreign clients by connecting 

them to a wide variety of deposit and 

withdrawal options. KVB's bank activators 

include; 

 

Corporate and Institutional Group 

(CIG) 

Working Capital funding, Term Loans, 

Specialized Corporate funding products, 

Trade and Transaction Banking Services, 

and Liquidity Management Solutions are  

 

 

 

 

just some of the services offered by KVB's 

Corporate and Institutional Group (CIG). 

Commercial Banking Group (CBG) 

 

The bank would maintain a steady supply of 

credit for small and medium-sized enterprises 

(SMEs) and dealers with credit needs of up to 

25 billion rupees. The Bank has adapted its 

offerings to better meet customer needs and 

industry standards, making the center more 

adaptable and valuable. In accordance with 

RBI directives from February 21, 2019, it has 

begun offering interest subsidies to micro, 

small, and medium-sized businesses. Starting 

on November 2nd, 2018, for the fiscal years 

of 2018-2019 and 2019-2020, all micro, 

small, and medium-sized enterprises 

(MSMEs) that are GST registered are eligible 

for an interest subvention of 2% under this 

Scheme for loans of up to Rs.100 lakhs. 

 



 

 

Personal Banking Group (PBG) 

 

With the introduction of KVB NEXT, KVB 

has used digital technology for the whole 

cycle of retail loan processing, streamlining 

the experience for borrowers. KVB NEXT 

is the first of its type in the Indian banking 

market; it uses a tab-based application to 

handle retail loan requests, and it may 

provide in-principle loan approval to 

qualified consumers in as little as 15 

minutes and complete loan distribution in as 

little as three days. KVB NEXT generates a 

score card for loan applicants by using data 

from many sources, including Goods and 

Services Tax (GST) returns, Income Tax 

(IT) filings, Annual Reports, and Credit 

Information Bureau (CIBIL) scores. 

During the fiscal year, it has expanded its 

lineup of Retail Loan options to include the 

following: 

 

 

• Personal Loans with Prior Approval, 

available to current CASA clients 

 

• KVB Digital Top Up Mortgages 

(Refinancing, Assumption, and 

Refinancing) 

 

• Online Home Loans 

 

Four-wheeler and two-wheeler financing 

using digital means 

 

Digital Private Loans. 

 

On March 31st, 2019, the bank's retail 

portfolio of advances was at 11,278 Cr, or 

22.28 percent of total advances. Advances 

totaled from IBPC transactions & Direct 

Assignments (7.15%), Home Loans 

(7.15%), Mortgage Loans (3.38%), Vehicle 

Loans (2.06%), and Personal Loans 

(0.83%). 

 

The following retail liability products were 

offered by the bank during the 2018-19 

fiscal year: 

 

• "KVB Co-Op" was released on June 12th, 

2018, with the co-operative societies as its 

intended audience. 

 

In an effort to offer 'Cashless hospitalization 

against fixed deposit,' KVB introduced the 

"KVB Arogya Card" for senior citizen 

clients on August 23, 2018, and has already 

distributed 4,697 Arogya cards to eligible 

individuals. 

 

On October 2, 2018, KVB introduced the 

"KVB Fleet" Current Account to serve the 

requirements of transportation and fleet 

operators; as of the same day, 3,656 new 

fleet accounts had been established. 

 

• On September 4, 2018, KVB debuted the 

DLite SB Account, a paperless, digital 

alternative to creating a bank account, and 

57,849 new DLite SB accounts have been 

established since then. 

 

 

CASA 

 

Seven million eight hundred ninety-three 

new CASA accounts were established at the 

bank in 2019. The CASA base of the bank 

was $17,914.98M as of 31 March 2019, 

comprised of the current account balance of 

$5,813.59C and the savings account balance 

of $12,101.39C. The rate of growth of 

savings was 10.01 percent, while the rate of 

growth of current assets was 5.01 percent. 

As of March 31, 2019, the CASA to Gross 

Deposit ratio was 29.92%, up from 29.14% 

on same day in 2018. 

 

POS 

Bank deployed 4,672 new Point 

of Sales (POS) machines during the 

year, taking the total number of 

machines deployed to 21,959. Total 

number of transactions through the 

machines during the year was 314.11 

lakh with a volume of 4,860.73 Cr. 

FASTag 

 

The Bank has been certified by 

NPCI to issue FASTag along with few 

other banks in the industry and 



 

 

subsequently launched FASTag for the 

public with the prime objective to 

adopt "Cashless Payment" at toll plazas. 

During 2018-19, the bank issued 36,546 

tags and the number of transactions 

through FASTag at Toll plazas is 48.84 

lakh. 

Transaction Banking Group (TBG) 

 

Banks Transaction Banking 

Group is offering Cash Management 

Services (Collection and Payment) on 

electronic platform. KVB is providing 

customized MIS and a customer front 

end (CBX – Customer Business 

Exchange) portal to CMS clients. Bank 

is leveraging the CMS capabilities to 

improve the current account portfolio 

by on boarding mid and large sized 

corporate. 

Digital Transformation Journey 

 

Digital Banking is an adoption 

of various existing and emerging 

technologies by the banks, in concert 

with associated changes in internal 

operations as well as external 

relationships for providing superior 

customer services and experiences, 

effectively and efficiently. The new 

innovative digital technologies and 

futuristic thought processes have given 

birth to whole new businesses 

opportunities. Currently, there are 

several technologies, infrastructure and 

processes available to enable banks to 

provide efficient and dependable 

service. 

Information Technology 

Technology in the banking 

industry is highly dynamic, and KVB 

continues to leverage the latest of these 

technologies to address the changing 

needs of customers. Bank has been 

constantly upgrading its IT 

infrastructure and implementing new 

process, systems and structures for 

improved customer experience, and to 

ensure the safety and integrity of the 

institution. Bank has embarked upon 

digital transformation journey to offer 

value added services to the customers 

and enhance customer experiences. 

Analytics department 

 

Banks Analytics department is 

further strengthened during the year 

2018-19 to increase the use of analytics 

and to promote greater understanding of 

data across the bank. Analytics 

Department also supports Risk 

Management Department on Retail 

Credit Policy formulation, portfolio 

tracking, scorecard development and 

data management. 

Risks & Concerns 

 

A robust risk management 

system will ensure long term financial 

security, stability and success of the 

Bank. Risk Management Department of 

the Bank has been taking initiatives on a 

continuous basis for fine tuning the 

functioning and to further strengthen the 



 

 

risk management framework. The major 

risks namely Credit, Market, Liquidity 

and Operational risk are managed 

through following Committees viz: 

• Risk Management and Asset Liability 

Management Committee of the Board 

(RM&ALM), 

• Credit Risk Management Committee 

(CRMC), 

• Asset and Liability Management 

Committee (ALCO), 

• Operational Risk Management Committee 

(ORMC) and 

• Market Risk Management Committee 

(MRMC). 

Cyber Risk 

 

Data-driven decision-making, 

cloud adoption, digital transformation, 

mobility, and integration of other new 

technologies are integral to how bank 

functions today. The concept of a 

secured Data Centre (DC) is fast 

changing to an environment where data 

is spread across DC and cloud - hybrid 

clouds are the industry norm allowing 

banks the flexibility of 

operating within the security of their 

own DC, and the ability to scale, on-demand, through pubic clouds. Mobile and edge computing has become ubiquitous. All these rapid advancements in technology have increased the cyber-attack surface, and the pathways into the Banks computer network. 

Internal Control systems and their 

adequacy 

 

The Bank has in place a well-

established independent audit system 

and structure to ensure adequate internal 

control for safe and sound operations. 

The Banks Inspection and Audit 

Department (IAD) perform independent 

and objective assessment to monitor 

adequacy, effectiveness and adherence 

to internal control systems and 

procedures laid down by the 

management and extant regulations. 

This function supports the Banks role in 

safeguarding its assets. 

Training & Development 

 

Developing the knowledge, 

skills and attitude of employees to 

perform to their potential and to face 

the challenges in the market are the 

main objectives of training programs. 

Table No.1.1 

Training/E-Learning conducted during 2018-2019 

S.No. Program Type No. of 
Programs 

No. of 
Learners 

1 Internal Programs at Staff Training College 338 5004 

2 
External Training Programs at various 
institutes 

172 1235 

3 
Internal Programs conducted at 
Branches/Offices 

953 9437 

4 E-Learning on KYC & AML NA 3482 

5 E-Learning on Cyber Security Awareness NA 4321 
 

 

New Initiatives 

 

• Various new processes are introduced 

during the financial year such as 

Learning Diary, Group Discussion, 

Online Quiz, In Camera Role Plays, 



 

 

Team Way Review, Business 

Management Games etc. for improving 

and helping the new employees in the 

bank. 

• Fresher’s are assigned with a seasoned 

senior as a mentor for career guidance 

and seamless integration with the 

organizational culture. 

• Talent Tagging for Employees are 

done based on the special skill sets of 

the individual employees. 

 

Capacity Building 

 

• Capacity Building is implemented in 

Bank to improve the quality of work 

and for efficiency in the specialized 

departments such as Credit, Forex, 

Treasury, Accounting and Cyber 

Security. 

• As per RBI instruction, employees 

working in Commercial Business 

Group, Corporate and Institutional 

Group, Central Loan Processing Cell, 

Corporate Business Unit, Divisional 

Office Credit Processing, and Business 

Banking Units are insisted for Certified 

Credit Professional Certification. 

• Employees working in Risk 

Management Departments, Central 

Forex Processing Cell, Treasury, 

Accounting and Cyber Security 

Departments are insisted to do Risk in 

Financial Services Certification, Forex 

Certification, Certified Treasury 

Professional, Certified Accounting and 

Audit Professional, IT Security & 

Cyber Security Certifications 

respectively within a specified time 

span. Course fee reimbursements are 

also provided by Bank for the special 

certifications mentioned above. 

 

Objectives 

1. To study the demographic 

profile of the employees of 

Karur Vysya Bank in Erode 

District. 

2. To analyse the Corporate 

schemes and its returns towards 

Karur Vysya Bank 

3. To identify the digital 

management systems and 

its control by the 

employees of Karur 

Vysya Bank in Erode 

District. 

Scope of Study 

The progress of the banks 

determines how far the corporate 

schemes are functioning. The RBI 

reflects with number of corporate 

schemes to the public through banking 

sectors. It is by how it passes towards the 

customers and the output has to be 

scanned and rated every year to cheek 

the operational ability of the bank. 

These schemes are also undergone with 

cost free digital subscriptions by the 

customers. The employees of the bank 

in turn have the responsibility of 

deposing the schemes to the customers 

in a reach. The employees are also 



 

 

focused on the digital implications 

towards these schemes. Hence, to study 

about the corporate schemes and 

engagement strategy of managers 

towards digital initiatives is essential. 



 

 

Research Methodology 

The methodology adopted in the survey 

consists of the following: 

 
Primary data was collected 

specifically for the purpose of the 

research needs at hand. 

Secondary data was collected based on 

corporate schemes enrolment and its 

applications. 

 
Research instrument: The 

questionnaire consisted of 4 specific 

issues pertaining to demographic profile 

of the managers, the Corporate schemes  

and its  returns, digital management 

systems and its control by the employees 

of Karur Vysya Bank in Erode District. 

Sampling Details: The sampling unit 

of this study comprises of 150 

employees working in Karur Vysya 

Bank in Erode District. The study 

includes the mangers of all segments of 

bank affairs. The respondents were 

selected as per the convenience of the 

researcher in 

random. 

Statistical Tools: Statistical tools 

applied for analyzing the data were - 

simple average, chi- square and 

percentage analysis. 

Limitations of the study 

 The study is limited to the 

genuineness of the responses 

collected. 

 Time constraint. 

 The study is restricted to 150 

respondents 
Analysis of the data & Findings Demographic 

Profile of Employees 

To analyse the employee’s 

intention and deploying schemes with 

digital applicability the researcher has 

collected the data from the employees of 

the bank. The bank manager’s 

demographic profile helps to study 

about the age factor with sincerity in 

work, educational background to see 

how deep they could enrol with their 

personal skills and talents, Designation 

to check the managerial ability, mode of 

appointment to retrieve their success 

traits and experience to analyse the 

corporate understanding towards digital 

transform. 



 

 

Table No.1.2 

Demographic Profile of Employees 

Personal and 

Occupational 

profile 
Variables 

 

Respondents 

Details 

 

Number of 

Respondents 

 

Percentage of 

Respondents 

 
Age 

21-30 36 24 

31-40 33 22 

41-50 39 26 

Above 50 42 28 

Total  150 100 

 

Educational 

Background 

Post graduates 105 70 

Under graduates 6 4 

Professional 
qualified 

39 26 

Total  150 100 

Designation 
Senior Managers 6 4 

Managers 144 96 

Total  150 100 

Mode of 

appointment 

Managers 111 74 

Promoted as 
Managers 

39 26 

Total  150 100 

 
No. of years of 

experience 

0-5 years 15 20 

6-10 years 24 16 

11-15 years 18 12 

16-20 years 33 22 

Above 20 years 60 40 

Total  150 100 

 



 

 

 a. Educational Background of 

the Respondents: 70% of the 

respondents were Postgraduates, 

26% of the respondents were 

professionally qualified and 4% 

of the respondents were 

Graduates. 

 b. Age Group of the 

Respondents: 28% of the 

respondents were in the age 

group of above 50 years of age, 

followed by 26% respondents in 

the age group of 41-50 years, 

24% of them were in the age 

group of 21-30 years and 22 % 

of them were in the age group of 

31-40 years. 

 c. Designation: 96% of the 

respondents were managers 

and 4% of the respondents are 

senior managers. 

 d. Mode of Appointment: 74% 

of the respondents were directly 

appointed as managers and 26% 

of the respondents were 

promoted as managers. 

 e. Number of years of 

experience of the respondents: 

40% of the respondents have 

above 20 years of experience, 

22% of them have 16-20 years 

of experience, 16% of 

them have 6 to 10 years of 

experience, 12% of them have 11 to 

15 years of experience and 10% of 

them have less than five years of 

experience. 

Digital Management Systems 

 
The Digital Management System 

has to function with the corporate 

schemes then and there. The employee 

plays a major role in its fortunes. Hence, 

the study on the employee’s attitude 

towards age wise is in need. The 

employees work with full sustain if they 

are paid with good salary package. They 

should be awarded and recognised for 

their work where they get towards reach 

of the rural customers towards corporate 

affairs. Learning and Development 

attitude make them to envisage more 

with digital initiatives. Hence an 

analysis has been given below. 

Hypothesis 

Ho: There is no association between the age 

of the employees and the engagement 

strategy of employees towards Digital 

Initiatives 



 

 

Table No.1.3 

Digital Management Systems – Age wise Factor 
 

Age of the 

respondents 

Salary 

and 

package 

Awards and 

Recognition 

Learning and 

Development 

attitude 

 

Digital Initiatives 

 

Total 

21-30 16 2 10 8 36 

31-40 8 3 20 2 33 

41-50 15 4 10 10 39 

Above 50 9 24 5 4 42 

Total 48 33 45 24 150 
 
 

Pearson Chi-square  

Value 18.909 

Df 3 

Asymp. Sig. 0.002 

 
Since the significance value 

is less than the tabulated value, the 

null hypothesis is accepted, which 

indicates that, both the variables 

(Age of the respondents and 

engagement strategy of employees 

towards Digital Initiatives) are not 

associated. The chi-square value 

18.909 and p= 0.002 are statistically 

significant at 5% level. Therefore it 

can be concluded that there is a 

close association between the age 

of the managers and their 

engagement strategy towards Digital 

Initiatives. The above table clearly 

shows that respondents in the age 

group of above 50 prefer awards and 

recognition as an engagement 

strategy in comparison to other 

engagement strategies. This shows 

that their recognition make them to 

move towards smart options. 

Suggestions and recommendations 

 
1. Majority of the customers of 

the bank are from urban and 

semi urban back ground. The 

employees feel that the 

customers from rural areas are 

less. 

2. The corporate schemes are 

followed by banks and they try 

to depict the same towards the 

business affairs. They feel that 

only 40% of the customers 

take the schemes properly. It 

would be better if all the 

customers try to adhere the 

schemes in future. 

3. The employees feel that 56% of 

the customers get confused on 

the corporate schemes. They 

advise them that any disclosure 

they can contact the employees 

for their clarity. 

4. The managers feel that the 

digital initiations lead for 



 

 

smart sustainability. The bank 

employees have to be trained 

with the applications. The 

managers arrange revamping 

course for all segments of 

employees of the bank. 

Conclusion 

The money coming in and going 

out of a company is what sets the 

overall direction. Managers continue 

operations with due appreciation for 

funding. Effective time management 

that doesn't drain the bank is crucial. 

Therefore, the Audit Committee of the 

Board (ACB) gives the managers high-

level advice and direction on the control 

elements. Keeping ahead of the 

competition requires adopting and 

implementing costly global technology, 

infrastructure, and procedures.  

 

References 

1. Hussein M ―Hiring and   Firing   
with   ethics‖,   Hum.   Resourc. 
Manage. Digest 17 (4); 37-40 

2. Cheloha, R., & Swain, J. "Talent   

management   system   key   to   

effective Succession planning". 

Canadian HR Reporter, vol.18 , 

No.17, pp.5-7. 

3. Robert J Vance employee 
engagement and commitment, - 
A guide to understanding, 
measuring and increasing 
engagement in your organisation, A 
SHRM foundation publication 

4. https://www.business-

standard.com/company/karur-vysya-

bank-2722/news 
5. https://economictimes.indiatimes.c

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Ltd/stocksupdate/companyid- 

12258.cms 

https://www.business-standard.com/company/karur-vysya-bank-2722/news
https://www.business-standard.com/company/karur-vysya-bank-2722/news
https://www.business-standard.com/company/karur-vysya-bank-2722/news
https://economictimes.indiatimes.com/Karur-Vysya-Bank-Ltd/stocksupdate/companyid-12258.cms
https://economictimes.indiatimes.com/Karur-Vysya-Bank-Ltd/stocksupdate/companyid-12258.cms
https://economictimes.indiatimes.com/Karur-Vysya-Bank-Ltd/stocksupdate/companyid-12258.cms
https://economictimes.indiatimes.com/Karur-Vysya-Bank-Ltd/stocksupdate/companyid-12258.cms