PROJECT REPORT

ON
MANAGEMENT FUNCTIONS
IN SBI

BIKANER BRANCH

SUBMITTED TO SUBMITTED BY
Mrs. ADITI MATHURE Suhagiya Keyur

INSTRUCTOR— PRINCIPLE OF Manoj Sharma

MANAGEMENT & ORGANISATIONAL MBA (AB)1st YEAR

BEHAVIOUR IABM, BIKANER

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 TABLE OF CONTENTS

Sr.no. Topic Page no.

1 Introduction of the SBI 3

2 Project methodology 8

3 SWOT analysis of SBI 9

4 Management function 11

5 Conclusions 19

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 PREFACE

In the present age the corporate world has become highly competitive, hence only those banks
can sustain which enjoy competitive edge over others. These require formation of policies and
strategies keeping in view the existing management techniques . But the formulation of these
strategies is only possible when the bank enjoys the strong base. Assessment of the environment
and bank's position on the part of management of the environment and bank's position on the
part of management strategies manager requires coupling his theoretical knowledge with
practical exposure and experience.

Thus the MBA curriculum has been designed with the view of enabling the students to
have maximum opportunity to bring their theoretical knowledge into practice, complying their
objective the report is designed to develop the students understanding about the industry with
special emphasis on the development of skills in analysis and interpreting practical problem
through the application of theory concept and techniques of management .

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 INTRODUCTION OF THE SBI

MISSION, VISION AND VALUES

MISSION STATEMENT:

To retain the Bank’s position as premiere Indian Financial Service Group, with world
class standards and significant global committed to excellence in customer, shareholder and
employee satisfaction and to play a leading role in expanding and diversifying financial service
sectors while containing emphasis on its development banking rule.

VISION STATEMENT:

♦ Premier Indian Financial Service Group with prospective world-class s tandards of efficiency
and professionalism and institutional values.
♦ Retain its position in the country as pioneers in Development banking.
♦ Maximize the shareholders value through high-sustained earnings per share.
♦ An institution with cultural mutual care and commitment, satisfying and g ood work
environment and continues learning opportunities.

VALUES:

♦ Excellence in customer service

♦ Profit orientation
♦ Belonging commitment to Bank
♦ Fairness in all dealings and relation
♦ Risk taking and innovative
♦ Team playing
♦ Learning and renewal
♦ Integrity
♦ Transparency and Discipline in policies and systems

The roots of the State Bank of India rest the first decade of 19th century , when the bank
of Calcutta , later renamed the Bank of Bengal, was established on 2 June 1806. The Bank of
Bengal and two other Presidency banks, namely, the Bank of Bombay (incorporated on 15 April
1840) and the Bank of Madras (incorporated on 1 July 1843). All three Presidency banks were
incorporated as joint stock companies, and were the result of the royal charters. These three

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banks received the exclusive right to issue paper currency in 1861 with the paper Currency Act, a
right they retained until the formation of the Reserve Bank of India. The Presidency banks
amalgamated on 27 January 1921, and the reorganized banking entity took as its name Imperial
Bank of India. The Imperial Bank of India continued to remain a Joint stock company.

Pursuant to the provisions of the State Bank of India Act (1955), the Reserve Bank of
India, which is India’s central bank, acquired a controlling interest in the Imperial Bank of India.
On 30 April 1955 the Imperial Bank of India became the State Bank of India.

In 1959 the Government passed the State Bank of India (Subsidiary Banks) Act, enabling
the State Bank of India to take over eight former State-associated banks as its subsidiaries. On
Sept 13, 2008, State Bank of Saurashtra, one of its Associate Banks, merged with State Bank of
India.

State Bank of India(SBI) is India’s largest commercial bank. SBI has a vast domestic
network of over 16000 branches and commands one fifth of deposits and loans of all scheduled
commercial bank in India. It is the only Indian bank to feature in the top 100 world banks in the
Fortune Global 500 rating and various other rankings. Today state bank of India (SBI) has spread
its arms around the world and has a network of branches spanning all time zones.SBI’s
International Banking Group dilivers the full range of cross-border finance solutions through its
four wings the Domestic division, the foreign offices division, the Foreign Department and the
International Services division.SBI is the largest commercial bank in India in terms of profits,
assets ,deposits, branches and employees, It has segregated its core business operations as
Tressury operations. Corporate Banking Group , National Banking Group, International Banking
Group, Associates and Subsidiaries, Asset Quality and Information Technology.

SBI plays a vital role in providing working capital and term finance to the Indian
industry. Due to its large network of branches ,SBI has been able to garner a large chunk of
deposits from the rural sector. It is also a leader in the international banking business.

The state Bank Group includes a network of seven banks, and several non-banking
subsidiaries offering merchant banking services, fund management, factoring services, primary
dealership in government securities, credit cards and insurance.

SBI GROUP

1. State Bank of India

2. State Bank of Mysore
3. State Bank of Indore
4. State Bank of Patiala
5. State Bank of Travancore

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6. State Bank of Bikaner and Jaipur
7. State Bank of Hyderabad

HISTORY

The origin of the State Bank of India goes back to the first decade of the nineteenth
century with the establishment of the Bank of Calcutta in Calcutta on 2 June 1806. Three years
later the bank received its charter and was re-designed as the Bank of Bengal (2 January 1809).
A unique institution, it was the first joint-stock bank of British India sponsored by the
Government of Bengal. The Bank of Bombay (15 April 1840) and the Bank of Madras (1 July
1843) followed the Bank of Bengal. These three banks remained at the apex of modern
banking in India till their amalgamation as the Imperial Bank of India on 27 January 1921.

Primarily Anglo-Indian creations, the three presidency banks came into existence either
as result of the compulsions of imperial finance or by the felt needs of local European commerce
and were not imposed from outside in an arbitrary manner to modernise India's economy.
Their evolution was, however, shaped by ideas culled from similar developments in Europe and
England, and was influenced by changes occurring in the structure of both the local trading
environment and those in the relations of the Indian economy to the economy of Europe and the
global economic framework.

The three banks were governed by royal charters, which were revised from time to time.
Each charter provided for a share capital, four-fifth of which were privately subscribed and the
rest owned by the provincial government. The members of the board of directors, which
managed the affairs of each bank, were mostly proprietary directors representing the large
European managing agency houses in India. The rest were government nominees, invariably
civil servants, one of whom was elected as the president of the board.

BUSINESS

The business of the banks was initially confined to discounting of bills of exchange or
other negotiable private securities, keeping cash accounts and receiving deposits and issuing and
circulating cash notes. Loans were restricted to Rs.one Lakh and the period of accommodation
confined to three months only. The security for such loans was public
securities, commonly called Company's Paper, bullion, treasure, plate, jewels, or goods 'not
of a perishable nature' and no interest could be charged beyond a rate of twelve per cent.
Loans against goods like opium, indigo, salt woollens, cotton, cotton piece goods, mule twist
and silk goods were also granted but such finance by way of cash credits gained momentum
only from the third decade of the nineteenth century. All commodities, including tea, sugar
and jute, which began to be financed later, were either pledged or hypothecated to the bank.
Demand promissory notes were signed by the borrower in favour of the guarantor, which was

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in turn endorsed to the bank. Lending against shares of the banks or on the mortgage of
houses, land or other real property was, however, forbidden.

Indians were the principal borrowers against deposit of Company's paper, while the
business of discounts on private as well as salary bills was almost the exclusive monopoly of
individuals Europeans and their partnership firms. But the main function of the three banks,
as far as the government was concerned, was to help the latter raise loans from time to time
and also provide a degree of stability to the prices of government securities.

FIRST FIVE YEAR PLAN

In 1951, when the First Five Year Plan was launched, the development of rural India was
given the highest priority. The commercial banks of the country including the Imperial Bank of
India had till then confined their operations to the urban sector and were not equipped to
respond to the emergent needs of economic regeneration of the rural areas. In order,
therefore, to serve the economy in general and the rural sector in particular, the All India
Rural Credit Survey Committee recommended the creation of a state-partnered and state-
sponsored bank by taking over the Imperial Bank of India, and integrating with it, the former
state-owned or state-associate banks. An act was accordingly passed in Parliament in May
1955 and the State Bank of India was constituted on 1 July 1955. More than a quarter of the
resources of the Indian banking system thus passed under the direct control of the State.
Later, the State Bank of India (Subsidiary Banks) Act was passed in 1959, enabling the State
Bank of India to take over eight former State-associated banks as its subsidiaries (later named
Associates).

The State Bank of India was thus born with a new sense of social purpose aided by the
480 offices comprising branches, sub offices and three Local Head Offices inherited from the
Imperial Bank. The concept of banking as mere repositories of the community's savings and
lenders to creditworthy parties was soon to give way to the concept of purposeful banking
subserving the growing and diversified financial needs of planned economic development.
The State Bank of India was destined to act as the pacesetter in this respect and lead the indian
banking system.

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 PROJECT METHODOLOGY

AREA OF STUDY

We visited State Bank of India Bikaner, cot gate branch where we met to branch manager
Mr. K.P. Sharma, and get information of management function of SBI.

COLLECTION OF DATA

PRIMRY DATA

We collected information of management function from branch manager.

SECONDARY DATA

We collected information of management function from branch internet.

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 SWOT ANALYSIS

STRENGTHS:

➢ Brand name: SBI Bank has earned a reputation in the market over the period of time (Being
the oldest bank in India tracing history back to 1806)
➢ Market Leader: SBI is ranked at 380 in 2008 Fortune Global 500 list, and ranked 219 in 2008
Forbes Global 2000. With an asset base of $126 billion and its reach, it is a regional banking
behemoth.
➢ Wide Distribution Network: Excellent penetration in the country with more than 10000 core
branches and more than 5100 branches of associate banks (subsidiaries).
➢ Diversified Portfolio: SBI Bank has all the products under its belt, which help it to extend the
relationship with existing customer’s Bank has umbrella of products to offer their customers, if
once customer has relationship with the bank. Some Products, which SBI Bank is offering are:
Retail Banking Business Banking Merchant Establishment Services (EDC Machine) Personal
loans & Car loans Insurance Housing Loans
➢ Government Owned: Government owns 60% stake in SBI. This gives SBI an edge over
private banks in terms of customer security.
➢ Low Transition Costs-SBI offers very low transition costs which attracts small customers.
➢ Continued effort to increase low cost deposit would ensure improvement in NIMs and hence
earnings.

WEAKNESSES:

➢ The existing hierarchical management structure of the bank although strength in some
respects, is a barrier to change.
➢ Though SBI cards are the 2nd largest player in the credit card industry, it has the highest non
performing assets (NPAs) in the industry, which stand out to be at 16.28 % (Dec 2007).
➢ Modernisation: SBI lags with respect to private players in terms of modernisation of its
processes, infrastructure, centralisation, etc.
➢ SBI is currently operating at a lowest CAR(8%). Insufficient capital may restrict the growth
prospects of the bank going forward.
➢ Delay in technology up gradation could result in loss of market shares.
➢ Management indicated a likely pension shortfall on account of AS-15 to be close to Rs50bn.
➢ Contribution of retail credit to total bank credit stood at 26%. Significant thrust on growing
retail book poses higher credit risk to the bank.

OPPORTUNITIES:

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➢ Merger of associate banks with SBI: Merger of all the associate banks (like SBH, SBM, etc)
into SBI will create a mega bank which streamlines operations and unlocks value.
➢ Planning to add 2000 branches and 3000 ATMs in 2008- 2009. This will further increase its
reach.
➢ Increasing trade and business relations and a large number of expatriate populations offers a
great opportunity to expand on foreign soil.
➢ Global expansion: SBI already has expanded globally and start its operations internationally
in 32 countries like Australia, Bangladesh, etc.... and has more plans of expansion in other
global markets.
➢ Growing retail & SMEs thrust would lead to higher business growth.
➢ Micro Finance: there is a lot of growth opportunity in the area of micro finance.
➢ Strong economic growth would generate higher demand for funds pursuant to higher orporate
demand for credit on account of capacity expansion.

THREATS:

➢ Advent of MNC banks: Large numbers of MNC banks are mushrooming in the Indian market
due to the friendly policies adopted by the government. This can increase the level of
competition and prove a potential threat for the market share of SBI bank.
➢ Consumer expectations have increased many folds in last few years and the bank has not been
responsive enough to meet them on time.
➢ Private banks have started venturing into the rural and semiurban sector, which used to be the
bastion of the State Bank and other PSU banks
➢ Employee Strike: There was an employee strike in the year 2006 which disrupted SBI’s
activities. This can be repeated in the future.
➢ Stiff competition, especially in the retail segment, could impact retail growth of SBI and
Hence slowdown in earnings growth.
➢ Slow down in domestic economy would pose a concern over credit off-take thereby
Impacting earnings growth.
➢ The changing interest rates and the changing policies of RBI.

MANAGEMENT FUNCTION

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Scenario Planning

Scenario planning is SBI's tool of choice for developing corporate and other high-level
strategies. Why scenario planning? Because the future is inherently uncertain! In the face of an
uncertain future, the best one can do is:

1. Consider a wide range of possible developments.

2. Consider many strategic alternatives.
3. Decide on a course of action.
4. Monitor actual developments.
5. Make the inevitable strategic adjustments sooner rather than later.

SBI's approach to scenario planning covers items 1, 2, and 3 above. Roadmapping service sets
the stage for items 4 and 5.

SBI's Approach

SBI began developing its scenario planning more than 25 years ago and remains a leader
in helping clients apply the approach to their businesses. Our multidisciplinary consulting team
works with clients to identify and focus critical strategic issues, create relevant scenarios that
capture the important uncertainties in the external environment, and then develop the best
strategy on the basis of an evaluation of competing alternatives.

Client engagements ideally follow the illustration below. Creating scenarios is a

disciplined process that surfaces critical dynamics in the external environment that are highly
uncertain and may have a significant impact on the outcome of strategic decisions. The result is a
set of several entirely disparate scenarios that describe how the future will unfold and what
important events will take place. Once constructed, scenarios are best used for developing
strategy by identifying, testing, and modifying various alternatives in order to select the best
strategy to carry forward.

The country's largest lender, State Bank of India has plans of increasing the staff intake in
its branches across the country. The bank has raised the target of hiring 11,000 employees for its
clerical post to 25,000 so as to take care of the retirements as well as the positions at its new
branches.

Currently the hiring process is in progress and the bank is seeking approval to hire 25,000
candidates instead of 11,000 in this recruitment season itself, a senior SBI official quoted.

The official further added that this step by the bank would save both time and cost as the
bank will not have to go in for fresh recruitment drive next year. The estimated cost for the
clerical recruitment in 2010 is pegged at Rs 50 crore, he said.
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 While the written examination has already been conducted for which 27 lakh candidates
appeared, the interview sessions are scheduled in the upcoming 2-3 months. The induction
process is expected to be over by March 2011.

The bank has already hired 33,000 people for clerical post since 2007. With the addition
of 25,000 more employees the total intake would exceed 50,000 by March 2011.

"Our assessment of manpower needs factors in the needs of banking entities within
group. With consolidation underway, bank would group approach is becoming more relevant,"
another official said.

SBI plans to improve its branch network to 50,000 from 17,075 by the end of this
decade.Currently, SBI has 12,207 domestic and 141 overseas branches while the remaining
belong to its six associate banks. The bank currently has 250 million accounts. It further plans to
merge its associate banks to itself in the upcoming few years.

This year alone, SBI has opened 975 branches and it intends to add another 1,000
branches during 2010-11. It had around 9,100 branches at the start of year 2000.

ORGANIZING

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 • Organizational setup whereby the authority to make important decisions is retained by
anagers at the top of the hierarchy.

• An organizational setup whereby the authority to make important decisions about

organizational resources and to initiate new projects is delegated to managers at all levels
in hierarchy .

• There is a well defined system in the Bank regarding the decision making process.

• Financial decisions are taken at various levels by different officials depending upon their
positions and also through committee approach

• Centralized credit processing cells are being formed at certain centre for sanction of
personal segment loans and loans under SIB segment.

• Branches source the applications and forward them to the respective credit processing
cells, for their consideration

• Regarding sanction of loans, each officer of the Bank will consider loan proposals and
take a decision in terms of the scheme of delegation of powers, on the merits of the
proposals.

• If bank need to purchase any kind of equipment like computers or software branch
managers are required to take permission from the high authority

• So in term of decision making centralization is high and low decentralization, managers

have some power to take decision but it is very limited

There are 12 employee in SBI cot gate branch Bikaner.

1 Branch manager, 1 accountant, 1 Field officer, 5 Senior special assistant, 1 assistant of

manager, 1 guard and 2 messanger.

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ORGANIZATION STRUCTURE

STAFFING 
RECRUITMENT AND SELECTION PROCEDURE

The recruitment and selection process aims to appoint the most suitable person for the
job. The implementation of this policy will not discriminate directly or indirectly on the grounds
of gender, ethnic or national origin, disability, age, religion, culture, sexual orientation, marital
status or caring responsibility or trade union membership. This procedure should be read in
conjunction with the recruitment guide to good practice.

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VACANCY REVIEW

When a vacancy arises, the work of the Division/Directorate examine to determine

whether it is necessary to fill the vacancy. If a decision is taken to fill the vacancy, each
Division/Directorate should ensure compliance with its respective recruitment protocol.

RECRUITMENT AND SELECTION- RECRUITMENT PREPARATION QUESTIONS

The appointing manager will have to complete the Recruitment Preparation Questions
and send the advert, job description and person specification to the Recruitment Department
electronically.

Job Description (Outline of Tasks and Responsibility)

If the job description is redrafted it must be re-evaluated before being advertised. All
recruitment decisions will be made using job descriptions and person specifications based on
objective job related criteria.

Person specification (Skills, Experience, Behaviours,Knowledge Required to Undertake the

Post)

A person specification will be drafted, with assistance from the HR Department if

necessary. Guidance notes are available in the Recruitment Guide to Good Practice.

Advertisement

An advertisement is submitted to the Recruitment Department. The advertising budget is

held by the HR Manager and the decision where to place the advertisement rests with the HR
Department in consultation with the manager. Advertisements cannot be accepted without a job
description and person specification. Copy adverts, job descriptions, preparation questions –
available in the Recruitment Guide to Good Practice, person specifications and application forms
will be issued and returned to the Recruitment Department to be held until the closing date. The
Recruitment Department will also undertake Equal Opportunities monitoring. Informal enquiries
from applicants will be directed to the appropriate manager. All vacancies will be advertised
widely to ensure open competition and not in such a way as to exclude minority or disadvantaged
groups through the use of discriminatory language, age limits or listing non-essential selection
criteria.

ENTRANCE EXAMS

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 The third step of the selection process is a written aptitude test, which measures the
ability of the candidate to acquire further knowledge and skills. This test comprises of properly
administered and relevant exercises, which ensure fair treatment of all candidates.

SHORTLISTING

The entrance exams questions will have established the date for completion of
shortlisting. This shortlisted person will be called for interview

INTERVIEWS

All managers involved in Recruitment and Selection must have received appropriate
Equal Opportunities training. The panel will meet as necessary before the interview to decide
upon the range and format of the interview. Interviews are organized by the HR Department
including informing candidates, booking medicals, obtaining references, arranging testing,
assessors, etc. The HR Department will provide details of key conditions of service (salary, leave
entitlement etc.) and interview expense claim forms for distribution at interview. The post should
be offered within one day of the interview to the successful candidate. All offers should be made
subject to a satisfactory medical, reference, police clearance. Unsuccessful candidates after
interview should be notified after the post has been accepted, within one day of the interview.
The Recruitment Department must receive the Post Interview Form and pink copy of the ‘A’
form for the successful candidate one day after the interview. Copies of interview documents
should be kept for 4 months and then destroyed. The documents should include reasons for
shortlisting, interview decisions, reason for selection/rejection and selection criteria used.

TRAINING AND DEVELOPEMENT

• The State Bank Academy (SBA), formerly known as State Bank Staff College was set up
at Gurgaon, on the 18th November, 1982

• It is a centre for training middle and senior management officials of the State Bank group
and other organisations in India and abroad.

• The programmes at SBA Gurgaon have attained a steady - stream maturity over the
years. SBA has imparted training to over 19,000 managers during the past five years

• Gurgaon visualizes an unfolding opportunity in the use of new, technology enabled

training methods as a supplemental training medium

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 • To this end, it has designed and launched an institution-wide e-learning programmes to
be used by managers at various branches of the bank

PERFOMANCE APPRAISAL

The basic purpose of this system is to motivate the employees to work more effectively
and efficiently in order to attain the organizational goals. As we know that success of any
service organization depends upon how strong that bank is in managing its employees and
retaining them over the period of time to have much better customer and employee relationship.

From the figure it’s clear that for attaining high profitability the banks should try to have
customer satisfaction which can only be attained if the employees are satisfied and they work
wholly and solely for the banks.

The scheme aims at rewarding the performers. The following officers are eligible under
this scheme. Indirect workers, such as supervisors, foremen, charge hands, helpers, crane
operators, canteen staff, store keepers and clerical staff are also be covered in the incentive
scheme.

Bank strive to create a proper climate by adopting sound policies of recruitment,

promotion, trading etc., right from the inception. Unless there is mutual understanding and
concern for improving productivity, even a well-conceived incentive scheme may not yield the
optimum results. Therefore, the management also concentrate on creating a proper relations
climate before introducing incentive schemes.

CONTROLLING

Inspection and Supervision

The Inspection Department at Head Office co-ordinates the Audit and Inspection
activities of the Bank. In addition to the regular internal inspection, IS Audit, Compliance Audit,
Surprise Inspection, System Audit of Zonal Offices and Head Office departments, etc. are
conducted by the Inspection Department.
The Bank has put in place an effective institutional mechanism for Risk Based
Supervision through RBS Cell in Inspection Department. As envisaged by the regulator, the
Bank introduced Risk Focused Internal Audit (RFIA) under RBS w .e. f. 1st April 2003, where
business parameters have been de-linked from the Risk Parameters

CREDIT AUDIT

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 The audit of loan appraisal and administration for high value credit accounts with the aim
of improving the asset quality of the Bank is undertaken by the Credit Audit Department.

INTER-OFFICE RECONCILIATION

As per RBI guidelines, all the high value debit entries of value Rs.1 lac and above and
99.99% of debit amount need to be reconciled within a period of six months from the date of
their origin. As against this stipulation, the Bank had completed reconciliation of Inter-branch
accounts up to December 2009 achieving 100% reconciliation of debit entries by end-March
2010. The Bank has also reconciled all credit entries of value Rs.50,000/- and above for the
quarter ended September 2009 in Branch Clearing General Account. The Bank aims to reconcile
all entries within a shorter time frame than the target of 3 months set by RBI.

COMPLIANCE

The Bank ensures that GOI and RBI directives/instructions received are being complied
with promptly. Quarterly review reports on the compliance status and performance of the
Departments are regularly submitted to the Audit Committee of the Board for information.

VIGILANCE MACHINERY AND FRAUDS

MONITORING

The period under review was a year where the vigilance climate in the Bank was quite
normal. The integrity level of staff/ officers in this Bank is very high and hence the instances of
criminal misconduct committed by the staff/officers were minimal. Unfortunately two instances
of frauds, where staff members were involved, reported during the year have posed some
concern. Regular Departmental Action against erring officials has been initiated.

As part of Preventive Vigilance measures, the Vigilance Department officials handled

sessions on Preventive Vigilance through Bank’s training system highlighting the importance of
adherence to systems and procedures and probity in public life. The Bank issued circulars every
quarter stating the modus operandi of fraud cases so as to avoid recurrence of similar instances.
Surprise inspections were conduced at branches. Structured meetings/ conferences were held by
the CVO at various Zones of the Bank and branches to propagate and ensure the implementation
of Preventive Vigilance mechanism in the Bank in its true spirit. More than 700 branches spread
all over India were covered in three months’ time.

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 CONCLUSION

Banking sector in India has gone through a metamorphosis change in its concept
perception and outlook quantitative expansion with quality has been a phenomenon in the
operations of the banking system bank being a service selling show has to meet the need of the
customers which vary from place to place, time to time and purpose to purpose and also at the
same time it has to sustain the tough competition coming from all the four ends.

An increase in the income and saving of the urban population has raised hopes for
banking institutions to fill up the gaps by catering to the need of the potential customers and also
penetrate into new target markets like rural sectors through its innovative financial products like
micro finance and SBI is doing the same and this has been proved by so many awards it has
achieved in the recent past, A few of them being most preferred bank as declared by CNBC in
Aug 2007.

State bank of India earlier known as Imperial Bank has proved its existence through
introducing various innovative schemes and that also are considered as competitive in present
market.

In this span of time, they have also come up with new strategies so as to compete in this
fiercely competitive market where every next day a new scheme is introduced so as to grab the
market share.

It follows a centralized system, so as to bring synchronization in the decision making

process which helps the organization to create better strategies so as to focus on the overall
functioning and growth prospects of the bank.

At the same time it can be concluded that they need to focus on the human resources in
order to achieve the maximum market share.

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