Appendix A

Marketing Strategy of Green Development

Bank Ltd.

A Project Work Report

By

Name of Student (Kabita Mandal)

T.U. Registered Number

Thakur Ram Multiple Campus

Submitted to

The Faculty of Management

Tribhuvan University
Kathmandu

In Partial Fulfillment of the Requirements for the Degree of

BACHELOR OF BUSINESS STUDIES (BBS)

Birgunj Nepal

May, 2025

i
 Appendix B: Declaration

I hereby declare that the project work entitled MARKETING STRATEGY OF GREEN
DEVELOPMENT BANK LTD. submitted to the Faculty of Management, Tribhuvan University,
Kathmandu is an original piece of work under the supervision of Prof./Dr./Mr./Ms. … … …
……………………, faculty member, Thakur Ram Multiple Campus, Birgunj Parsa, Nepal and is
submitted in partial fulfillment of the requirements for the degree of Bachelor of Business Studies
(BBS). This project work report has not been submitted to any other university or institution for the
award of any degree or diploma.

Signature:

Name of the student: Kabita Mandal

Date :

ii
 Appendix C: Supervisor’s Recommendation

(In a Campus/College Letter Head)

The project work report entitled MARKETING STRATEGY OF GREEN DEVELOPMENT BANK
LTD submitted by Kabita Mandal of Thakur Ram Multiple Campus, Birgunj , Parsa, is prepared
under my supervision as per the procedure and format requirements laid by the Faculty of Management,
Tribhuvan University, as partial fulfillment of the requirements for the degree of Bachelor of Business
Studies (BBS). I, therefore, recommend the project work report for evaluation.

Signature:

Name of Supervisor:

Date:

iii
 Appendix D: Endorsement

(In a Campus/College Letter Head)

We hereby endorse the project work report entitled MARKETING STRATEGY OF GREEN
DEVELOPMENT BANK LTD submitted by Kabita Mandal of Thakur Ram Multiple Campus, Birgunj
, Parsa, in partial fulfillment of the requirements for the degree of the Bachelor of Business Studies (BBS)
for external evaluation.

Signature: Signature:

Name of Chair: Name of Chief/Principal:

Chairman, Research Committee Campus Chief/ Principal

Date: Date:

iv
 Acknowledgement
First and foremost, I would like to express my sincere gratitude to the Faculty of Management,
Tribhuvan University, for providing me the opportunity to carry out this project work as a
partial requirement for the degree of Bachelor of Business Studies (BBS).

I am deeply thankful to my supervisor, for their continuous guidance, encouragement, and

valuable suggestions throughout the preparation of this report. Their support helped me stay
focused and complete the project in an organized and timely manner.

I would also like to extend my appreciation to the entire team of Green Development Bank
Limited for their cooperation and for providing the necessary information and insights, which
were crucial for the completion of this study. The branch managers and staff were particularly
helpful during data collection.

Special thanks go to the respondents who willingly participated in the survey and shared their
honest opinions and experiences, without which this report would not have been possible.

Finally, I am grateful to my family, friends, and classmates for their motivation, moral support,
and encouragement throughout this project.

Thank you all.

Kabita Mandal
Thakur Ram Multiple Campus
Birgunj, Nepal
May 2025

v
TABLE OF CONTENT

CHAPTER TITLE PAGE

NO. NO.
Title Page ⅰ
Declaration ⅱ
Supervisor’s Recommendation ⅲ
Endorsement ⅳ
Acknowledgements ⅴ
Table of Contents ⅵ
List of Tables & Figures ⅶ
1 INTRODUCTION 1
1.1 Background of the Study 1
1.2 Objectives of the study 2
1.3 Significance of the Study 3
2 Profile of Green Development Bank 4
2.1 Establishment and History of Green Development Bank Limited 4
2.2 Vision, Mission, and Values of Green Development Bank 5
2.3 Organizational Structure of Green Development Bank Limited 6-7
2.4 Service Areas of Green Development Bank Limited 8
2.5 Products and Services Offered by Green Development Bank Limited 9-10
2.6Target Customer Segments of Green Development Bank Limited 11
3 Overview of Marketing in Banking 12
3.1 Concept of marketing in banking 12
3.2 Importance of Marketing Strategy in Development Banks 13
3.3 Modern Trends in Banking Marketing 14-15
4 Marketing Strategy of Green Development Bank Limited (GRDBL) 16-18
5 SWOT Analysis of Green Development Bank Limited (GRDBL) 19-20
Survey Questionnaire: General Public (Potential Customers) 21-23
Survey Data 24-27
RESEARCH METHODOLOGY 28-29
5 FINDINGS AND ANALYSIS 30
SUMMERY 31
CONCLUSION AND RECOMMENDATION 32

vi
List of Tables & Figures

[Link] List of Tables & Figures [Link].

1 Survey Data 24-27

vii
8
CHAPTER

1 Introduction

1.1 Background of the Study

In recent years, financial institutions have played a major role in promoting economic
development, especially in developing countries like Nepal. Among these institutions, Green
Development Bank Limited stands out as a regional-level development bank that has been
making significant contributions in the banking sector, particularly in the Lumbini Province.

Green Development Bank Limited officially began its banking operations on 29th Poush, 2069
B.S. (13th January 2013 A.D.) after receiving a license from Nepal Rastra Bank, the central
bank of Nepal. It was established under the Company Act and operates under the guidelines
of the Banking and Financial Institutions Act (BAFIA). The bank's head office is located in
Tulsipur, Dang, which allows it to focus on serving the financial needs of people in rural and
semi-urban areas of the region.

The main reason behind establishing Green Development Bank was to make modern banking
services available in areas where access to finance was limited. Many people in rural regions
do not have access to formal financial systems, which makes it difficult for them to save
money, invest in businesses, or take loans for personal or professional development. By
offering accessible, secure, and reliable banking services, Green Development Bank helps
bridge this gap and supports the overall development of the community.

The bank provides a wide range of financial services, including savings and fixed deposit
accounts, loans for individuals and businesses, remittance services, and other digital banking
facilities. These services are designed to meet the financial needs of various groups, such as
farmers, entrepreneurs, students, and small business owners. By doing so, the bank not only
helps people manage their money better but also contributes to job creation and income
generation in the region.

Moreover, Green Development Bank believes in promoting inclusive banking. This means it
aims to reach those who are often left out of the traditional banking system. Through its
customer-friendly approach and localized banking solutions, the bank has become a trusted
partner for many people in Lumbini Province.

In conclusion, the establishment of Green Development Bank Limited marks an important step
toward strengthening the financial system in Nepal. By providing essential banking services

Page | 1
to underserved areas, the bank plays a vital role in uplifting local communities and supporting
the country’s economic growth.

1.2 Objectives of the Study

The success of any organization, including banks, largely depends on how effectively it
markets its products and services to the target customers. Green Development Bank Limited,
being a regional development bank, needs strong marketing strategies to reach and serve
people in rural and semi-urban areas of Lumbini Province. Understanding the bank’s
marketing efforts helps identify what works well and where improvements are needed.

This study aims to explore the marketing strategies used by Green Development Bank and
evaluate their impact on customer engagement and satisfaction. By setting clear objectives,
the study will focus on analyzing the current marketing methods, the tools used for promotion,
the target customer segments, and the overall effectiveness of these strategies. Finally, the
study will suggest recommendations to enhance the bank’s marketing approach for better
results and wider outreach.

1. Understand Current Marketing Strategies

This objective focuses on studying the marketing plans and methods that Green
Development Bank currently uses. It helps to know how the bank promotes its products and
services to attract customers.

2. Identify Marketing Tools and Channels

Here, the goal is to find out what kinds of marketing tools (like social media, advertisements,
or personal selling) the bank uses to reach potential and existing customers.

3. Evaluate Marketing Effectiveness

This means checking how well the bank’s marketing efforts work. It looks at whether these
strategies help the bank get more customers and keep the current ones satisfied.

4. Study Target Customers

This objective studies who the bank’s main customers are and how the bank tries to meet
their needs. It also explores how the bank presents its brand to different groups of people.

5. Suggest Improvements
Based on the findings, this objective aims to give useful advice on how the bank can make
its marketing better and reach more people in the future.

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1.3 Significance of the Study
This study on the marketing strategy of Green Development Bank is important for several
reasons. First, it helps to understand how the bank promotes its services and attracts customers
in a competitive market. By analyzing the bank’s marketing efforts, the study can identify
what works well and what can be improved.

Second, the study provides useful information to the bank’s management. It helps them see
the strengths and weaknesses of their current marketing plans and make better decisions to
increase customer reach and satisfaction.

Third, this research is valuable for customers and the local community because better
marketing can lead to more awareness about the bank’s products and services. This can help
people access banking facilities easily, especially in rural and semi-urban areas where financial
services are limited.

Lastly, the study can serve as a reference for future research related to banking marketing
strategies in Nepal or similar regions. It contributes to the overall knowledge of how
development banks can grow and support economic development through effective marketing.

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CHAPTER

2 Profile of Green Development Bank

2.1 Establishment and History of Green Development Bank Limited

Green Development Bank Limited (GRDBL) was incorporated in November 2012 under the
Bank and Financial Institution Act, 2063. The bank commenced its commercial operations in
August 2013, initially serving three districts: Baglung, Myagdi, and Kaski.

The bank's head office is located in Baglung Municipality of Baglung district. GRDBL was
established with the aim of providing accessible and modern banking services to the people of
rural and semi-urban areas, thereby promoting financial inclusion and supporting local
economic development.

Over time, GRDBL expanded its operational area to include five districts: Baglung, Myagdi,
Kaski, Tanahun, and Nawalpur, as per the guidelines of the Nepal Rastra Bank. This expansion
allowed the bank to reach a broader customer base and offer its services to more communities
in need of reliable financial solutions.

The bank's slogan, "Partnering for Prosperity," reflects its commitment to being a trustworthy
financial partner for its customers. GRDBL offers a range of financial services, including
savings and fixed deposit accounts, loans for individuals and businesses, remittance services,
and other digital banking facilities.

In terms of financial performance, GRDBL faced initial challenges, reporting a net loss of
NPR 2.69 million during the fiscal year 2014/15. However, the bank showed resilience and
reported a modest net profit of NPR 0.07 million in the first quarter of the fiscal year 2015/16.

GRDBL's shares are listed on the Nepal Stock Exchange under the symbol GRDBL, allowing
the public to invest in the bank and participate in its growth.

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2.2 Vision, Mission, and Values of Green Development Bank

Vision

The vision of Green Development Bank is:

"To be a leading and trusted regional development bank by providing inclusive,

innovative, and sustainable financial services."

Mission

The mission of the bank focuses on:

• Providing modern and customer-friendly banking services to the people in rural

and semi-urban areas.
• Promoting financial inclusion by reaching out to communities that have limited
access to banks.
• Supporting the economic development of local communities by encouraging savings,
investments, and entrepreneurship.
• Operating in a safe, transparent, and responsible manner to build trust among
customers and stakeholders.

The mission is about helping people manage their finances better while supporting the
growth of small businesses and the local economy.

Core Values

Green Development Bank follows certain values that guide its actions and decisions:

1. Customer Focus – The bank puts the needs of its customers first by offering friendly,
helpful, and timely services.
2. Integrity – It operates in an honest, transparent, and ethical way, building trust with
its customers and the community.
3. Innovation – The bank encourages the use of new technology and ideas to improve its
services and reach more people.
4. Teamwork – Employees work together with respect and cooperation to achieve the
bank’s goals.
5. Social Responsibility – The bank believes in giving back to society by supporting
activities that benefit the community and environment.

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2.3 Organizational Structure of Green Development Bank Limited
Green Development Bank Limited (GRDBL) operates with a structured hierarchy to ensure
efficient management and service delivery. The organizational structure comprises the
Board of Directors, the Executive Management Team, and various Departmental Heads
overseeing specific operational areas.

1. Board of Directors

The Board of Directors is the highest governing body responsible for the strategic direction
and oversight of the bank. The current board members include:

• Mr. Ganesh Kumar Shrestha – Chairman

• Mr. Krishna Shankar Shrestha – Director
• Mr. Manobigyan Shrestha – Director
• Mr. Surya Prasad Lamsal – Director (Public)
• Mrs. Narayani Devi Shrestha – Director (Independent)
• Mr. Ashish Gautam – Director (Public)

2. Executive Management Team

The Executive Management Team is responsible for the day-to-day operations and
implementation of the bank's strategic plans. The team includes:

• Mr. Umesh Kumar Acharya – Chief Executive Officer (CEO)

• Mr. Hari Bahadur Budhathoki – Head of Credit & Business Development
• Mr. Durga Prasad Shrestha – Head of Finance & Planning
• Mr. Lal Bahadur Chhetri – Head of IT
• Mr. Sushil Poudel – Head of Operation & Compliance
• Mr. Suroj Kumar Khanal – Head of Risk/Credit Administration

3. Departmental Heads and Branch Managers

To manage its operations effectively across different regions, GRDBL has appointed
departmental heads and branch managers:

• Departmental Heads:
o Mr. Ramesh Banjara – Head of Risk & Compliance
o Mr. Anup K.C. – Head of Business Development

Page | 6
 o Mr. Hari Adhikari – Head of Pokhara Cluster
o Mr. Surya Bahadur G.C. – Head of Credit Administration Department
o Mr. Dipesh Khaiju – Incharge of Account, Treasury, GSD & Clearing
Department

• Branch Managers:
o Mr. Sanyukta Dhakhwa – Pokhara Branch Manager
o Mr. Padam Lal Adhikari – Baglungbuspark Branch Manager
o Mr. Rabi Chandra Timilsina – Talchowk Branch Manager
o Mr. Dhruba Raj Baral – Chhorepatan Branch Manager
o Mr. Navraj Sharma – Beni Branch Manager
o Mr. Suman Shrestha – Kawasoti Branch Manager
o Mr. Sudip Rajbhandari – Baglung Branch Manager
o Mr. Man Bahadur Shahi – Buddha Chowk Branch Manager
o Mr. Hem Raj Sharma – Darbang Branch Manager
o Mr. Surya Prasad Tiwari – Sitaladevi Branch Manager
o Mr. Jaganath Lamichhane – Bagmara Branch Manager
o Mr. Kamal Tiwari – Gaindakot Branch Manager
o Mr. Anandh Prasad Regmi – Akshete Branch Manager

This structured organizational hierarchy enables Green Development Bank Limited to

operate efficiently, ensuring that strategic decisions are effectively implemented across all
levels of the bank.

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2.4 Service Areas of Green Development Bank Limited
Green Development Bank Limited (GRDBL) operates as a regional development bank in
Nepal, with its services mainly focused on the Gandaki Province, especially targeting the
rural and semi-urban populations. The bank's main goal is to bring reliable and modern
banking services to people who have limited access to financial institutions.

Currently, the bank has received permission from Nepal Rastra Bank to operate in five
districts, which are:

1. Baglung
2. Myagdi
3. Kaski
4. Tanahun
5. Nawalpur

These districts fall within the bank’s defined regional area of operation, and the bank has set
up various branches in these regions to provide easy and inclusive access to banking.

Why These Service Areas Matter

• These regions are a mix of rural and growing urban centers where people need banking
support for personal, business, and agricultural needs.
• By serving these areas, the bank plays a key role in financial inclusion, helping people
open bank accounts, take loans, send/receive money, and save for the future.
• The bank’s presence in these areas also helps in promoting local economic development
by supporting small businesses, farmers, and entrepreneurs.

Key Focus of Services in These Areas

• Providing savings and deposit facilities

• Offering loan and credit services for personal, business, and agricultural use
• Supporting digital banking like mobile banking, SMS alerts, and online transfers
• Offering remittance services to help families receive money from abroad
• Promoting financial literacy among customers in rural communities

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2.5 Products and Services Offered by Green Development Bank Limited

Green Development Bank Limited (GRDBL) provides a wide range of banking products and
services to meet the financial needs of individuals, businesses, and communities—especially
in rural and semi-urban areas. The bank focuses on making banking accessible, affordable,
and customer-friendly.

1. Deposit Products

These are services that allow customers to save and safely keep their money in the bank:

• Savings Account – For individuals who want to save their money and earn interest.
• Fixed Deposit Account – For customers who want to deposit money for a fixed time
period and earn higher interest.
• Current Account – Mostly used by businesses for regular transactions without interest.
• Children and Senior Citizen Accounts – Special savings accounts designed for children
and elderly people with added benefits.

2. Loan Services

GRDBL provides various types of loans to support personal and business needs:

• Personal Loan – For individual needs such as education, medical, or household

expenses.
• Business Loan – For entrepreneurs and small businesses to support their business
operations and growth.
• Agriculture Loan – For farmers to invest in seeds, tools, livestock, and other farming
needs.
• Housing Loan – For construction or purchase of homes.
• Vehicle Loan – For purchasing personal or commercial vehicles.
• SME Loan – For small and medium-sized enterprises to help them grow and develop.

3. Digital Banking Services

To make banking more convenient and modern, the bank offers digital tools:

• Mobile Banking – Allows customers to check balance, transfer funds, and pay bills
using their mobile phones.
• SMS Banking – Provides alerts and notifications about account activities.
• Internet Banking – Online access to manage accounts and perform transactions.
• ATM Services – Cash withdrawal and balance inquiry through ATM machines.

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4. Remittance Services

GRDBL helps people receive money from abroad or send money across the country:

• Supports domestic and international money transfers

• Works with remittance partners to deliver money safely and quickly
• Helps families of migrant workers receive funds easily

5. Utility Payment Services

The bank allows customers to pay utility bills through its channels:

• Electricity bills
• Water bills
• Internet and mobile recharge
• Insurance premium payments

6. Other Services

• Locker Services – Safe deposit lockers for valuables

• Cheque Clearing – Fast processing of cheque payments
• Advisory Services – Guidance on loans, investments, and savings
• Bank Guarantee and Letter of Credit – For supporting business transactions

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2.6 Target Customer Segments of Green Development Bank Limited
Green Development Bank Limited (GRDBL) primarily focuses on serving the financial needs
of individuals and businesses in rural and semi-urban areas of Nepal. The bank's operations
are concentrated in five districts: Baglung, Myagdi, Kaski, Tanahun, and Nawalpur . Within
these regions, GRDBL targets the following customer segments:
1. Rural and Semi-Urban Residents
GRDBL aims to provide accessible banking services to individuals residing in rural and semi-
urban areas who may have limited access to financial institutions. By offering savings
accounts, fixed deposits, and remittance services, the bank supports financial inclusion and
encourages a culture of saving among these communities.
2. Small and Medium Enterprises (SMEs)
The bank offers various loan products tailored to the needs of small and medium-sized
enterprises. These include business loans, agriculture loans, and SME loans designed to
support entrepreneurs and small business owners in expanding their operations and
contributing to local economic development.
3. Farmers and Agricultural Workers
Recognizing the importance of agriculture in the local economy, GRDBL provides specialized
loan products to farmers and agricultural workers. These loans assist in purchasing seeds,
equipment, and other necessities, thereby promoting sustainable agricultural practices and
improving livelihoods.
4. Students and Youth
GRDBL offers education loans and youth-focused savings accounts to support students in
pursuing higher education. These financial products are designed to alleviate the financial
burden of education and empower the younger generation to achieve their academic goals.
5. Senior Citizens
Understanding the unique financial needs of senior citizens, GRDBL provides tailored savings
accounts and fixed deposit schemes with favorable interest rates. These products aim to offer
financial security and peace of mind to the elderly population.
6. General Public
Beyond these specific segments, GRDBL also serves the general public by offering a range of
banking services, including current accounts, mobile banking, and utility payment facilities.
These services are designed to cater to the everyday banking needs of individuals across
various demographics.
By focusing on these target customer segments, Green Development Bank Limited strives to
promote financial inclusion, support local economic growth, and provide tailored banking
solutions to meet the diverse needs of its clientele.
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CHAPTER

3 Overview of Marketing in Banking

3.1 Concept of marketing in banking

Marketing in banking refers to the activities and strategies used by banks to attract
customers, promote their financial products and services, and build strong relationships
with clients. Just like any other business, banks also face competition, so they must market
themselves to stand out and grow.

Key Ideas Behind Marketing in Banking

1. Understanding Customer Needs

Banks try to understand what different types of customers need—for example, savings
accounts for students, home loans for families, or business loans for entrepreneurs. Based on
these needs, banks create suitable products.

2. Creating and Promoting Services

Once the bank designs products, it uses various methods (advertisements, social media,
customer visits, etc.) to promote them to the right audience. This helps more people become
aware of what the bank offers.

3. Building Customer Relationships

Marketing is not only about selling; it’s also about keeping customers happy. Banks do this
by providing good customer service, using feedback, and offering benefits like loyalty
programs.

4. Branding and Trust

Marketing helps a bank create a strong brand image. A bank that is known for trust, safety,
and customer care is more likely to attract and retain customers.

5. Use of Digital Tools

Page | 12
Today, marketing in banking also includes digital platforms such as mobile apps, online
banking, email, and social media. These tools help banks connect with more people quickly
and at a lower cost.

Why Marketing is Important for Banks

• Increases awareness of the bank and its services

• Helps in attracting new customers and retaining existing ones
• Encourages the use of digital banking
• Supports the growth and profitability of the bank

3.2 Importance of Marketing Strategy in Development Banks

Marketing strategy in development banks is essential for achieving their mission of financial
inclusion, economic development, and customer satisfaction. In today's competitive banking
environment, a well-crafted marketing strategy enables development banks to effectively
reach their target audience, differentiate themselves from competitors, and foster long-term
relationships with clients.

1. Enhancing Brand Awareness and Visibility

A strategic marketing approach helps development banks build brand recognition, especially
in underserved rural and semi-urban areas. By utilizing various channels such as social
media, community outreach, and local events, banks can increase their visibility and
establish trust within the communities they serve. This increased awareness is crucial for
attracting new customers and retaining existing ones.

2. Promoting Financial Products and Services

Development banks offer a range of financial products tailored to the needs of their target
customers, including savings accounts, loans, and digital banking services. An effective
marketing strategy ensures that these products are communicated clearly and compellingly to
potential customers. By highlighting the benefits and unique features of their offerings,
banks can encourage adoption and utilization of their services.

3. Building Customer Trust and Loyalty

Trust is a cornerstone of banking relationships. Marketing strategies that focus on

transparency, customer education, and consistent communication help build and maintain
trust with clients. By demonstrating a commitment to customer needs and community
development, development banks can foster loyalty and encourage long-term engagement.

4. Driving Revenue Growth and Sustainability

Marketing is not just about promotion; it's a strategic tool for driving revenue growth. By
identifying customer needs and tailoring products accordingly, development banks can
increase their customer base and enhance profitability. Moreover, effective marketing
Page | 13
strategies contribute to the sustainability of the bank by ensuring a steady inflow of
customers and deposits.

5. Adapting to Technological Advancements

The banking industry is rapidly evolving with technological innovations. Development banks
must adapt by incorporating digital marketing strategies, such as online advertising and
mobile banking promotions, to reach tech-savvy customers. Embracing technology in
marketing efforts enables banks to stay competitive and meet the changing preferences of
their clientele.

3.3 Modern Trends in Banking Marketing

The banking industry has experienced significant transformations due to technological
advancements and changing customer expectations. To stay competitive and relevant, banks,
including development banks like Green Development Bank Limited, are adopting modern
marketing approaches that focus on digital innovation, personalized engagement, and
customer-centric strategies. Some of the key modern trends in banking marketing are:

1. Digital Marketing

Digital marketing has become indispensable in banking as customers increasingly use online
channels for their financial needs. Banks leverage various digital tools such as:

• Social Media Marketing: Engaging customers through platforms like Facebook,

Instagram, and LinkedIn to build brand awareness and promote services.
• Search Engine Optimization (SEO) and Pay-Per-Click (PPC): Enhancing the bank’s
online visibility and attracting targeted traffic to their websites.
• Email and Mobile Marketing: Sending personalized offers, alerts, and updates
directly to customers’ inboxes and mobile devices.
• Content Marketing: Providing valuable financial education through blogs, videos, and
webinars to build trust and authority.

Digital marketing allows banks to reach a broader audience cost-effectively while providing
measurable results and real-time customer insights.

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2. Relationship Marketing

Relationship marketing focuses on building long-term, meaningful relationships with

customers rather than just transactional interactions. This approach includes:

• Personalized Customer Service: Tailoring products and communication based on

individual customer profiles and preferences.
• Customer Loyalty Programs: Rewarding customers for their continued business and
engagement.
• Proactive Communication: Regularly engaging customers with relevant information,
advice, and support to strengthen trust and loyalty.

By fostering strong customer relationships, banks can improve customer retention, increase
cross-selling opportunities, and enhance overall satisfaction.

3. Data-Driven Marketing

Banks increasingly rely on data analytics and customer insights to develop targeted marketing
campaigns. By analyzing customer behavior, transaction patterns, and preferences, banks can:

• Identify potential customers for specific products.

• Customize offers to meet unique needs.
• Optimize marketing spend by focusing on high-value segments.

Data-driven marketing ensures that resources are efficiently used and campaigns deliver
higher conversion rates.

4. Omnichannel Marketing

Omnichannel marketing integrates multiple communication channels—such as branch visits,

online platforms, call centers, and mobile apps—to provide a seamless and consistent customer
experience. Customers can switch between channels effortlessly while receiving uniform
messaging and services.

This strategy enhances convenience and accessibility, catering to customers’ preferences for
interacting with the bank through their preferred channels.

5. Sustainability and Social Responsibility Marketing

Modern customers increasingly value banks that demonstrate social and environmental
responsibility. Marketing strategies now often emphasize:

• Green banking initiatives.

• Support for local communities.
• Ethical investment options.

Highlighting these commitments helps banks differentiate themselves and build emotional
connections with socially conscious customers.
Page | 15
CHAPTER
Marketing Strategy of Green
4 Development Bank Limited
(GRDBL)

Green Development Bank Limited (GRDBL) follows a customer-centric and region-focused

marketing strategy. Its approach is designed to serve the rural and semi-urban population
with accessible, affordable, and sustainable banking services. The marketing strategy is
based on the 7Ps of marketing: Product, Price, Place, Promotion, People, Process, and
Physical Evidence.

1. Product Strategy

Types of Deposit and Loan Products:

GRDBL offers a variety of financial products, including:

• Deposit Products: Savings accounts, fixed deposits, recurring deposits

• Loan Products: Agriculture loans, SME/micro loans, housing loans, education loans,
personal loans

Features and Customer Benefits:

• Attractive interest rates (up to 11% for fixed deposits)

• Loan products designed for farmers, entrepreneurs, and families
• Easy account opening process with minimal documents
• Financial inclusion through tailored products for low-income groups
• Customer-friendly repayment plans and minimal charges

2. Price Strategy

Interest Rates on Deposits and Loans:

• Deposits: Interest rates range from 5.5% to 11%, depending on the type and tenure
• Loans: Offered at competitive rates, generally between 10% and 13% per annum

Competitive Pricing Analysis:

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 • GRDBL offers better interest rates on fixed deposits compared to many commercial
banks, making it attractive for savers
• Loan products are competitively priced and designed to be affordable for small business
owners and farmers
• Special schemes may be offered for women entrepreneurs and youth employment

3. Place / Distribution Strategy

Branch Locations:

• GRDBL operates across five districts in Nepal including Baglung, Myagdi, Parbat,
Kaski, and Syangja
• It has strategically placed branches and extension counters to maximize accessibility

Accessibility and Rural Outreach:

• Focused on reaching remote villages and rural areas with limited banking access
• Mobile banking services and rural financial literacy programs enhance reach

4. Promotion Strategy

Advertising Channels:

• GRDBL uses local radio stations, newspapers, hoarding boards, and social media
platforms (like Facebook) to reach its target audience

Sponsorships and Local Events:

• Participates in and sponsors local fairs, agricultural expos, community events, and
awareness campaigns
• Promotes banking through educational workshops in schools and villages

Digital Promotions:

• Uses SMS alerts and mobile app notifications

• Runs online promotions for loan offers and saving schemes

5. People Strategy

Staff Behavior and Customer Interaction:

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 • Staff are trained to be friendly, helpful, and respectful, especially towards elderly and
rural clients
• Encourages personalized interaction and guidance during banking procedures

Staff Training and Professionalism:

• Regular training on customer service, digital banking tools, and product knowledge
• Emphasis on ethics, transparency, and professionalism to build trust

6. Process Strategy

Customer Onboarding:

• Easy account opening with basic documents (citizenship, photo, etc.)

• Quick verification and same-day account activation in most cases

Loan Processing and Service Delivery:

• Simple loan application forms and guidance provided by staff

• Timely loan approval and disbursement (typically within 3–7 working days)
• Regular follow-ups and reminders through SMS and phone calls

7. Physical Evidence

Tangible Branding Elements:

• Clean, welcoming branch offices with comfortable seating, proper signage, and counters
• Use of brochures, pamphlets, and posters to explain products and services
• Well-designed and regularly updated website offering product details and news
• Digital tools like mobile banking apps and ATM cards with GRDBL branding

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CHAPTER
SWOT Analysis of Green
5 Development Bank Limited (GRDBL)

SWOT analysis is a strategic tool used to identify a business's Strengths, Weaknesses,

Opportunities, and Threats. It helps in understanding where the bank stands and how it can
improve or protect its market position.

Strengths (Internal Positive Factors)

1. Strong Presence in Rural Areas

GRDBL has built a solid presence in rural and semi-urban areas across five districts in
Nepal. This regional focus allows the bank to understand and address the financial
needs of underserved communities.
2. Diverse Product Offerings
The bank offers a wide range of products, including savings accounts, fixed deposits,
microloans, SME loans, and agricultural financing. These services cater to different
segments such as individuals, farmers, and small businesses.
3. Customer-Centric Approach
GRDBL follows a personalized and friendly approach toward customers. Its focus on
relationship-building and community trust helps maintain a loyal customer base.
4. Supportive Staff and Training Programs
The bank invests in training and development programs for its staff. This improves
customer service and professionalism across branches.
5. Compliance with Green Banking Principles
As the name suggests, GRDBL supports sustainable development and promotes
environmentally friendly banking practices, in line with Nepal Rastra Bank guidelines.

Weaknesses (Internal Negative Factors)

1. Limited Geographic Expansion

GRDBL operates in a limited number of districts. This restricted geographical reach
reduces its ability to compete with national-level banks.
2. Lower Brand Recognition Nationally
Compared to larger commercial banks, GRDBL has relatively lower brand visibility
and recognition, especially in urban areas.
3. Limited Technological Infrastructure
Although the bank provides basic mobile and digital banking services, it may lag
behind major banks in terms of advanced digital platforms and fintech adoption.
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4. Dependency on Local Economy
The bank’s performance is closely tied to the local rural economy, which can be
unstable due to factors like weather, agriculture cycles, or migration.
5. Lower Capital and Asset Base
As a regional development bank, GRDBL may have a smaller capital structure and
asset base compared to commercial banks, limiting its lending capacity and service
diversification.

Opportunities (External Positive Factors)

1. Growing Demand for Rural Finance

There's an increasing need for accessible banking services in rural Nepal. GRDBL can
expand its microfinance and agricultural loan programs to reach more customers.
2. Digital Banking Expansion
The rise of mobile banking and digital finance presents an opportunity to serve more
customers efficiently, especially in remote areas where branch expansion is difficult.
3. Government Support and Regulation
The government and Nepal Rastra Bank promote financial inclusion and encourage
development banks to expand their services, especially in rural and agricultural
sectors.
4. Collaborations and Partnerships
GRDBL can partner with NGOs, cooperatives, and development agencies to offer
joint products, training programs, and financing schemes for community upliftment.
5. Introduction of Green Financial Products
With growing awareness about environmental sustainability, the bank can introduce
green loans (for solar panels, eco-homes, etc.) and position itself as a leader in eco-
friendly banking.

Threats (External Negative Factors)

1. Intense Competition from Commercial Banks

National and international commercial banks with large capital and advanced services
are expanding into rural areas, posing a threat to GRDBL’s customer base.
2. Regulatory Changes
Frequent changes in banking policies, capital adequacy requirements, and interest rate
regulations by Nepal Rastra Bank can affect operations and profitability.
3. Economic Instability and Natural Disasters
Economic disruptions (like inflation, migration, political instability) or natural
disasters (like floods or landslides) in rural areas can impact loan repayment and
deposit growth.
4. Cybersecurity and Fraud Risks
As GRDBL expands its digital footprint, it also faces increasing risks related to cyber
threats, data breaches, and digital fraud, which can affect customer trust.
5. Dependence on Agriculture
A large portion of the bank’s portfolio is focused on agriculture, which is vulnerable to
weather and market fluctuations, potentially leading to loan defaults.
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Survey Questionnaire: General Public (Potential Customers)
Project Title: Marketing Strategy of Green Development Bank Limited (GRDBL)

Dear Respondent,
I am a student conducting a research project on the marketing strategy of Green
Development Bank Limited (GRDBL) as part of my academic study. This survey is
designed to collect information from people like you who may or may not be customers of
the bank but live in areas where the bank operates.

Your honest responses will help me understand how effectively the bank’s marketing
strategies are reaching the general public and what improvements can be made.

Please note:

• Your answers will be kept strictly confidential.

• The data collected will be used only for academic purposes.
• The survey will take around 5–7 minutes to complete.

Thank you for your valuable time and support!

Section A: Basic Information

1. Age Group:
☐ Below 18
☐ 18–25
☐ 26–35
☐ 36–45
☐ 46 and above
2. Gender:
☐ Male
☐ Female
☐ Other
3. Occupation:
☐ Student
☐ Farmer
☐ Businessperson
☐ Service Holder

Page | 21
 ☐ Homemaker
☐ Other: _____________
4. Place of Residence:
☐ Urban
☐ Semi-Urban
☐ Rural

Section B: Awareness and Perception

5. Have you heard about Green Development Bank Limited (GRDBL)?

☐ Yes
☐ No
6. If yes, how did you first hear about it?
☐ Friends or family
☐ Social media (e.g., Facebook)
☐ Radio or local advertisement
☐ Hoarding boards or posters
☐ Others: _____________
7. Do you know any services offered by GRDBL?
☐ Yes
☐ No
(If yes, please mention): _____________________________
8. How would you rate your current awareness about GRDBL's services and
facilities?
☐ Very High
☐ Moderate
☐ Low
☐ Very Low
☐ Not aware at all

Section C: Preferences and Expectations

9. What factors do you consider when choosing a bank? (Select all that apply)
☐ Trust and reputation
☐ Interest rates
☐ Location/Accessibility
☐ Staff behavior
☐ Digital banking services

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 ☐ Advertisements and promotions
☐ Others: _____________
[Link] you consider opening an account with GRDBL in the future?
☐ Yes
☐ Maybe
☐ No

[Link] ‘No’ or ‘Maybe,’ what are your reasons?

☐ Don’t know enough about the bank
☐ Prefer another bank
☐ Not satisfied with services offered
☐ Branch is too far
☐ Others: ________________________
[Link] type of bank promotion attracts you the most?
☐ Social media promotions
☐ Local events or sponsorships
☐ Radio or newspaper ads
☐ Informational brochures or posters
☐ Referral by friends/family

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SURVEY DATA

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Page | 27
RESEARCH METHODOLOGY
Research Design
This chapter presents the methods used to study and analyze the marketing strategies of
Green Development Bank Limited (GRDBL). It explains how the data was collected, who
the respondents were, and how the findings were analyzed to draw meaningful conclusions.
The research follows a descriptive design. This method helps to explain and understand the
current marketing strategies of GRDBL, how they are applied, and how customers respond
to them.

Sources of Data
Two types of data were used in this study:
• Primary Data: Collected through a structured survey questionnaire answered by
general public and potential customers in GRDBL’s service areas.
• Secondary Data: Gathered from the bank’s reports, website, official publications, and
other available documents related to its marketing practices.

Population and Sampling

• The study targeted individuals living in the bank’s operating districts (Baglung,
Myagdi, Kaski, Tanahun, and Nawalpur).
• A non-probability convenience sampling method was used to select respondents
easily available to the researcher.
• Sample Size: 30 respondents from rural, semi-urban, and urban areas.

Data Collection Tool

The main tool for collecting primary data was a questionnaire, which included:
• Personal details (age, gender, occupation, location)
• Awareness of GRDBL’s services
• Perception of its marketing efforts
• Preferences and future expectations

Page | 28
Data Analysis Method
• Collected data was sorted and presented using tables, charts, and graphs.
• Basic statistical tools like percentages and frequency counts were used to summarize
responses and identify trends.
• Responses were categorized to understand awareness levels, preferred marketing
channels, and service expectations.

Limitations of the Study

• Small sample size (only 50 respondents) may not fully represent the entire customer
base.
• Time limitations and limited access to confidential marketing data from the bank.
• Data is based on selected districts only, not all regions of Nepal.

Ethical Considerations
• All participants were informed about the purpose of the study.
• Participation was voluntary and anonymous.
• Data collected was used only for academic purposes.

Page | 29
FINDINGS AND ANALYSIS
Marketing Awareness and Reach
The survey showed that a majority of respondents had heard about Green Development Bank
Limited (GRDBL), mainly through social media, local advertisements, and
recommendations from friends or family. Social media platforms like Facebook played a key
role in creating awareness among the younger population. About 70% of the participants said
they were aware of the bank's services, with savings accounts, loans, and mobile banking
being the most commonly known services. However, 30% of the people surveyed still had
low or no awareness of GRDBL’s full range of services, which shows that more promotional
efforts are needed in certain areas.
Preferred Banking Services
Respondents mentioned several important factors that influence their decision to choose a
bank. These included trust and reputation (selected by 65% of respondents), interest rates
(60%), accessibility of branches (55%), and staff behavior (50%). Many people also
preferred digital services like mobile and SMS banking, especially those from semi-urban
and urban areas. GRDBL’s services such as mobile banking, remittance, and utility bill
payment were seen as helpful and convenient by many respondents.
Effectiveness of Marketing Strategies
GRDBL uses a mix of traditional and digital marketing strategies. The use of hoarding
boards, radio ads, and sponsorships of local events was effective in rural areas. In contrast,
digital tools like SMS notifications and Facebook promotions were more effective in
attracting urban and semi-urban customers. From the survey, around 40% of respondents said
they were influenced by social media promotions, while 25% preferred local event
sponsorships and radio ads. However, despite these efforts, some people still reported not
receiving enough information about new schemes or services, showing a gap in consistent
communication.
Customer Segmentation and Target Groups
The study found that GRDBL effectively targets specific groups like farmers, small business
owners, students, and senior citizens. The bank provides tailored services such as agricultural
loans, SME loans, youth savings accounts, and senior citizen fixed deposits. For example, its
loan products with interest rates ranging between 10% to 13% per annum and deposit
schemes offering up to 11% interest have been helpful for low-income and middle-income
groups.

Page | 30
 SUMMERY
The report explores the marketing strategy of Green Development Bank Limited (GRDBL), a
regional development bank operating primarily in rural and semi-urban areas of Nepal.
Established in 2013 with its head office in Tulsipur, Dang, the bank’s mission is to promote
financial inclusion by offering accessible and modern banking services in underbanked
regions. It provides a variety of services including savings and deposit accounts, different types
of loans (such as for agriculture, housing, and SMEs), remittance services, and digital banking
options like mobile and SMS banking.

The main objectives of the study are to analyze the current marketing strategies of the bank,
understand the tools and channels used for promotion, evaluate the effectiveness of these
strategies, identify the target customer groups, and suggest improvements. The study also
explains why such marketing efforts are essential for development banks in enhancing
customer outreach, building trust, and supporting economic development.

The bank uses the 7Ps of marketing—Product, Price, Place, Promotion, People, Process, and
Physical Evidence—as the foundation of its marketing plan. It offers customer-friendly
products with attractive interest rates and has strategically located branches in five districts:
Baglung, Myagdi, Kaski, Tanahun, and Nawalpur. Promotional efforts include local
advertisements, social media campaigns, sponsorships, and community events, while staff are
trained to provide professional and respectful service, especially to rural customers.

The study further includes a SWOT analysis highlighting the bank’s strengths, such as strong
rural presence and customer-focused service, and weaknesses like limited digital infrastructure
and narrow geographical reach. It identifies opportunities in growing rural demand and digital
expansion, while noting threats from rising competition and economic instability.

A survey was conducted among 30 individuals from different areas, revealing that most people
learned about the bank through social media and local ads. While many were aware of basic
services like savings and mobile banking, there was still a significant portion unaware of the
full offerings, suggesting the need for stronger promotions. Respondents valued trust, good
interest rates, and convenient locations when choosing a bank.

The report concludes that Green Development Bank has made notable progress through its
inclusive marketing and regional focus, but it still needs to strengthen digital marketing,
increase awareness, and expand its presence to reach more people. Recommendations include
improving customer communication, expanding digital services, launching innovative
financial products, and enhancing service quality through staff training.

Page | 31
CONCLUSION AND RECOMMENDATION
Conclusion
The study of the marketing strategy of Green Development Bank Limited (GRDBL) shows
that the bank has made good progress in reaching out to rural and semi-urban communities.
Its marketing efforts using social media, local advertisements, and participation in
community events have helped in building brand awareness. The bank’s wide range of
products and services—such as savings accounts, loans for farmers and SMEs, and digital
banking facilities—have been useful for different groups of people.
However, the study also revealed some gaps. Many people still lack full awareness of the
bank’s services. While digital tools like SMS and mobile banking are available, some
customers feel they are not enough or not properly promoted. The limited branch network in
only five districts also restricts the bank’s accessibility. Overall, the bank’s customer-focused
and inclusive approach is positive, but it needs stronger promotion and improved digital
reach to grow further.

Recommendations
1. Increase Public Awareness
GRDBL should conduct more awareness campaigns, especially in remote areas, to
inform people about its services. It can organize financial literacy programs in schools,
villages, and community groups.
2. Strengthen Digital Marketing
The bank should invest more in digital marketing such as Facebook ads, YouTube
videos, and online banking tutorials. This will help attract younger and tech-savvy
customers.
3. Improve Service Promotion
New and existing services should be regularly promoted through SMS alerts, mobile
apps, and posters in local areas. This will ensure customers are informed about useful
offers.
4. Expand Branch and ATM Networks
Opening more branches or extension counters in underserved areas can increase
customer access and trust in the bank.
5. Enhance Customer Service Training
Providing regular training to staff on customer handling, communication, and digital
tools will improve service quality and customer satisfaction.
6. Introduce Innovative Products
GRDBL can consider launching special loan schemes for women entrepreneurs,
students, or eco-friendly projects, which will help attract new customer groups.
Page | 32
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Bank Reports reports and Kathmandu, Nepal: Nepal Rastra Bank.
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