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Indian Express
31-07-2025
- Business
- Indian Express
ISB introduces Executive Programme in Business Management
The Indian School of Business (ISB) has announced the launch of an Executive Programme in Business Management. The programme is for mid-career professionals who aim for insight and cross-functional expertise essential for navigating a global business landscape. The first cohort of the Executive Programme in Business Management is scheduled to begin on September 28. Designed for managers, entrepreneurs, consultants and domain specialists across sectors, the programme blends academic rigour through faculty with an application-focused learning model. Participants will engage through live online teaching sessions with faculty, live-virtual sessions with industry people, case studies, masterclasses, and a guided capstone project. The fee for the ISB course is Rs 2,95,000 plus taxes. Applicants will have the option to pay fees in instalments. Before starting the course, they have to pay Rs 1,74,050. In the second and third instalments, which will be on October 18 and November 7, respectively, they have to pay Rs 87,025. Aspirants will have to give 5-6 hours a week for the programme. The programme in business management is in a blended format, with 32 weeks of online learning and a two-day experience on the ISB campus in Hyderabad. Structured in six phases, the curriculum covers: analytical foundations, marketing, and operations, macroeconomics and strategy, leadership and change management, artificial intelligence, technology, and innovation and a capstone presentation. The course is delivered by ISB's faculty, including both resident professors and visiting scholars from institutions like Wharton, Kellogg, and London Business School. Notable faculty members likely to contribute include Prof. Rajendra Srivastava and Prof. Anjal Prakash. Upon completion, graduates will be given a programme certificate and access to a network, city-level chapters, and continuous learning opportunities. Meanwhile, the Indian School of Business (ISB), Hyderabad, is the best management college in India and 27th globally in the Financial Times (FT) rankings of MBA 2025. Of the total 100 B schools, 8 of them are from India. Last year, only 6 Indian business schools secured a spot in the FT rankings of MBA. The rank of the ISB has improved this year to 31 in 2024 and 39 in 2023. The three-year average rank of the Institute is 32. It stood at 4 for the alumni network.
Time of India
19-05-2025
- Business
- Time of India
SBI posts record $9.2 billion profit in FY25, driven by digital cohort
State Bank of India (SBI) reported a record profit of around USD 9.2 billion for the fiscal year ending March 2025, making it only the third Indian company—after Reliance Industries and ONGC—to feature in the Global Top 100 ranked by net profit. Despite this remarkable achievement, much of SBI's profits are generated by a relatively small digital cohort, as highlighted by Rajendra Srivastava, considered India's Philip Kotler, in a post on as reported PTI. The bank's exceptional profitability is largely attributed to its strategic shift towards digital banking, particularly through the YONO app. Launched in November 2017, YONO has become a cornerstone of SBI's growth strategy, initially created as a response to rising fintech competition. Today, the app boasts over 74 million registered users, positioning it as one of the largest digital banking platforms in the country. Since its inception, YONO has enabled more than Rs 3.2 lakh crore in loan disbursements and has become a significant contributor to the bank's retail loan book. The app now sees over 10 million daily logins, and approximately 65% of SBI's savings account transactions are conducted through it. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Chemnitz: GEERS sucht 700 Testhörer für Hörgeräte ohne Zuzahlung GEERS Undo However, despite its success, YONO accounts for a small portion of SBI's overall customer base. While the bank services over 500 million accounts, only about 14% (approximately 74 million) are active users of YONO. Srivastava pointed out that this represents a paradox: the bulk of SBI's profits come from a small digital user base, while the remaining 370 million accounts are primarily low-margin, high-cost liabilities, many of which are dormant or low-balance accounts created for financial inclusion purposes. Srivastava also raised questions about the efficiency of SBI's expansive network of 20,000 branches and 220,000 employees. He noted that, in an era of digital banking, India's Digital Public Infrastructure (DPI), which includes Aadhaar, UPI, and widespread internet and smartphone access, has revolutionized financial services, allowing even rural citizens to transact seamlessly through mobile phones. "Despite record-breaking profits, SBI continues to trade at a lower Price-to-Book (P/B) ratio of 1.4 compared to its private sector peers," Srivastava observed, highlighting that banks like HDFC Bank (P/B ratio of 2.8) and ICICI Bank (P/B ratio of 3.3) enjoy higher market valuations. This is due to their perceived agility, leaner operations, and stronger digital presence, as well as their lower capital expenditure on physical infrastructure. SBI's discounted P/B ratio reflects investor concerns about its structural inefficiencies in asset utilization, not its financial performance, according to Srivastava. He emphasized the need for SBI to focus on expanding YONO's reach. "With a relatively small incremental investment, SBI can convert more of its legacy customers into digital users, reducing cost-to-serve," Srivastava suggested. He also proposed that the bank phase out underutilized physical infrastructure, such as branches and ATMs, and trim administrative costs tied to dormant accounts. By doing so, SBI could improve customer lifetime value through cross-selling within the YONO ecosystem and extend its footprint without additional capital expenditure. This, Srivastava believes, would help the bank gain strategic relevance in the competitive financial services landscape. "In future, SBI can become a beacon for all public sector companies, demonstrating that profitability, efficiency, and inclusion are not mutually exclusive," Srivastava concluded. "Higher levels of equity capital add to resources available to compete globally. India needs more financial firepower to fuel its growth ambitions. Doing well will also enable SBI to do good for the nation." Stay informed with the latest business news, updates on bank holidays and public holidays . AI Masterclass for Students. Upskill Young Ones Today!– Join Now
Economic Times
19-05-2025
- Business
- Economic Times
SBI's record USD 9.2 bn profit fuelled by relatively small digital cohort
New Delhi: State Bank of India posted record profits of about USD 9.2 billion in fiscal ending March 2025, becoming only the third Indian company, after Reliance Industries and ONGC, to feature in the Global Top 100 companies ranked by net profit. However, bulk of SBI's profits are driven by a relatively small digital cohort, Rajendra Srivastava, who is considered India's Philip Kotler, said in a post on The impressive growth in profitability of India's largest lender lies within a bold digital pivot that began several years ago. "The story of SBI's profitability is, in many ways, the story of YONO," he wrote. The You Only Need One (YONO) app was launched in November 2017. What began as a response to growing fintech disruption has transformed into a pillar of SBI's growth strategy. YONO today has over 74 million registered users, a digital user base that rivals any private player or fintech startup in the country. The platform has enabled over Rs 3.2 lakh crore in loan disbursements since inception and contributes significantly to the bank's retail loan book. Daily logins on the platform exceed 10 million, and 65 per cent of SBI's savings account transactions are now routed through YONO. YONO is much more than a banking app, it's a full-fledged ecosystem or digital marketplace. Users can open accounts, invest in mutual funds, buy insurance, shop online, book travel, apply for loans, and even access government services. This all-in-one strategy is delivering tangible returns by deepening customer lock-in, protecting cash flows, and building long-term resilience. "SBI services over 500 million accounts, making it the largest bank in the world by customer base. However, only around 74 million (approx. 14 per cent) of these accounts are YONO users. This presents a paradox: the bulk of SBI's profits are driven by a relatively small digital cohort, while the remaining 370 million accounts represent low-margin, high-cost liabilities service segment," he wrote. Dormant and low-balance accounts, many of them legacy accounts opened for financial inclusion purposes, continue to weigh on operating costs. Stating that financial inclusion is important, he said the question is whether a sprawling network of 20,000 branches with 220,000 employees is the most efficient way to deliver financial inclusion in 2025. India's Digital Public Infrastructure (DPI) consisting of Aadhaar, UPI, internet connectivity, and smartphone access have revolutionised access to financial services. The very rationale for SBI's physical branches needs re-evaluation when even rural citizens are today transacting seamlessly through mobile phones. "Despite record-breaking profits, SBI continues to trade at a lower Price-to-Book (P/B) ratio of 1.4 compared to its private sector peers. HDFC Bank (2.8) and ICICI Bank (3.3) enjoy higher market valuations because they are perceived as leaner, more agile, and more digitally native by investors," he said, adding the private sector banks operate with lower capex on branches and infrastructure, leaner employee bases with higher productivity, lower NPAs and stronger risk perception in the market. SBI's discounted P/B, compared to its peers in the domestic market, reflects investor concerns about structural inefficiencies in asset utilization, not financial performance per se, he said. Srivastava, who is the former Dean of the Indian School of Business (ISB) and the Novartis Professor of Marketing strategy and Innovation, said SBI must prioritize YONO. "With a relatively small incremental investment, SBI can convert more of its legacy customers into digital users, reducing cost-to-serve," he said. It can also phase out low-ROI physical infrastructure such as underutilised branches and ATMs, trim administrative overheads linked to dormant or low-balance accounts, improve customer lifetime value through cross-selling within the YONO ecosystem and expand its footprint beyond traditional geographies without incremental capex. "This is likely to bring in strategic relevance in an age where fin-techs are redefining customer experience. SBI cannot afford to treat YONO as an ancillary channel, it must become the core engine of customer engagement and revenue generation," he said. Globally, the BFSI sector is undergoing a transformation, driven by digital-first banking models. Operating efficiency, capital-light growth, and personalised digital experiences are no longer luxuries - they are imperatives. "Digital banks have consistently outperformed legacy institutions in metrics like cost-to-income ratio, customer acquisition cost, and return on assets. In India, this trend is visible in the meteoric rise of fintechs like Paytm, PhonePe, and Zerodha. But unlike them, SBI has scale, trust, and regulatory comfort which can be leveraged not only for competitive advantage, but to meet its larger purpose of financial inclusion," he said. SBI, he said, has already proved that it can deliver profits at par with the best in the world. "Now it must prove that it can earn the valuation premium that comes with being future-ready." SBI could potentially double its market capitalisation without doubling its branch network or employee headcount if it were to double YONO user penetration to serve most rural and urban accounts through a mobile app, he said. "In future, SBI can become a beacon for all public sector companies, demonstrating that profitability, efficiency, and inclusion are not mutually exclusive. Higher levels of equity capital add to resources available to compete globally. India needs more financial firepower to fuel its growth ambitions. Doing well will also enable SBI to do good for the nation," he added.
Time of India
19-05-2025
- Business
- Time of India
SBI's record USD 9.2 bn profit fuelled by relatively small digital cohort
Live Events (You can now subscribe to our (You can now subscribe to our Economic Times WhatsApp channel New Delhi: State Bank of India posted record profits of about USD 9.2 billion in fiscal ending March 2025, becoming only the third Indian company, after Reliance Industries and ONGC , to feature in the Global Top 100 companies ranked by net profit. However, bulk of SBI 's profits are driven by a relatively small digital cohort, Rajendra Srivastava, who is considered India's Philip Kotler, said in a post on impressive growth in profitability of India's largest lender lies within a bold digital pivot that began several years ago. "The story of SBI's profitability is, in many ways, the story of YONO," he You Only Need One (YONO) app was launched in November 2017. What began as a response to growing fintech disruption has transformed into a pillar of SBI's growth strategy. YONO today has over 74 million registered users, a digital user base that rivals any private player or fintech startup in the platform has enabled over Rs 3.2 lakh crore in loan disbursements since inception and contributes significantly to the bank's retail loan book. Daily logins on the platform exceed 10 million, and 65 per cent of SBI's savings account transactions are now routed through is much more than a banking app, it's a full-fledged ecosystem or digital marketplace. Users can open accounts, invest in mutual funds, buy insurance, shop online, book travel, apply for loans, and even access government services. This all-in-one strategy is delivering tangible returns by deepening customer lock-in, protecting cash flows, and building long-term resilience."SBI services over 500 million accounts, making it the largest bank in the world by customer base. However, only around 74 million (approx. 14 per cent) of these accounts are YONO users. This presents a paradox: the bulk of SBI's profits are driven by a relatively small digital cohort, while the remaining 370 million accounts represent low-margin, high-cost liabilities service segment," he and low-balance accounts, many of them legacy accounts opened for financial inclusion purposes, continue to weigh on operating that financial inclusion is important, he said the question is whether a sprawling network of 20,000 branches with 220,000 employees is the most efficient way to deliver financial inclusion in Digital Public Infrastructure (DPI) consisting of Aadhaar, UPI, internet connectivity, and smartphone access have revolutionised access to financial services. The very rationale for SBI's physical branches needs re-evaluation when even rural citizens are today transacting seamlessly through mobile phones."Despite record-breaking profits, SBI continues to trade at a lower Price-to-Book (P/B) ratio of 1.4 compared to its private sector peers. HDFC Bank (2.8) and ICICI Bank (3.3) enjoy higher market valuations because they are perceived as leaner, more agile, and more digitally native by investors," he said, adding the private sector banks operate with lower capex on branches and infrastructure, leaner employee bases with higher productivity, lower NPAs and stronger risk perception in the discounted P/B, compared to its peers in the domestic market, reflects investor concerns about structural inefficiencies in asset utilization, not financial performance per se, he who is the former Dean of the Indian School of Business (ISB) and the Novartis Professor of Marketing strategy and Innovation, said SBI must prioritize YONO."With a relatively small incremental investment, SBI can convert more of its legacy customers into digital users, reducing cost-to-serve," he can also phase out low-ROI physical infrastructure such as underutilised branches and ATMs, trim administrative overheads linked to dormant or low-balance accounts, improve customer lifetime value through cross-selling within the YONO ecosystem and expand its footprint beyond traditional geographies without incremental capex."This is likely to bring in strategic relevance in an age where fin-techs are redefining customer experience. SBI cannot afford to treat YONO as an ancillary channel, it must become the core engine of customer engagement and revenue generation," he the BFSI sector is undergoing a transformation, driven by digital-first banking models. Operating efficiency, capital-light growth, and personalised digital experiences are no longer luxuries - they are imperatives."Digital banks have consistently outperformed legacy institutions in metrics like cost-to-income ratio, customer acquisition cost, and return on assets. In India, this trend is visible in the meteoric rise of fintechs like Paytm, PhonePe, and Zerodha. But unlike them, SBI has scale, trust, and regulatory comfort which can be leveraged not only for competitive advantage, but to meet its larger purpose of financial inclusion," he he said, has already proved that it can deliver profits at par with the best in the world. "Now it must prove that it can earn the valuation premium that comes with being future-ready."SBI could potentially double its market capitalisation without doubling its branch network or employee headcount if it were to double YONO user penetration to serve most rural and urban accounts through a mobile app, he said."In future, SBI can become a beacon for all public sector companies, demonstrating that profitability, efficiency, and inclusion are not mutually exclusive. Higher levels of equity capital add to resources available to compete globally. India needs more financial firepower to fuel its growth ambitions. Doing well will also enable SBI to do good for the nation," he added.
