Professional Documents
Culture Documents
viding financial services to consumers and businesses. The basic services a bank
provides are checking accounts, savings accounts and time deposits that can be
used to save money for future use; loans that consumers and businesses can use t
o purchase goods and services; and basic cash management services such as check
cashing and foreign currency exchange. TYPES Four types of banks specialize in o
ffering these basic banking services: 1) commercial banks, 2) savings and loan a
ssociations, 3) savings banks, and 4) credit unions. A broader definition of a b
ank is any financial institution that receives, collects, transfers, pays, excha
nges, lends, invests, or safeguards money for its customers. This broader defini
tion includes many other financial institutions that are not usually thought of
as banks . These institutions include finance companies, investment companies, i
nvestment banks, insurance companies,
1
pension funds, security brokers and dealers, mortgage companies, and real estate
investment trusts. PURPOSE Banking services serve two primary purposes. First,
by supplying customers with the basic mediums-of-exchange (cash, checking accoun
ts, and credit cards), Second, by accepting money deposits from savers and then
lending the money to borrowers, banks encourage the flow of money to productive
use and investments. This in turn allows the economy to grow. Enabling the flow
of money from savers to investors is called financial intermediation, and it is
extremely important to a free market economy.
2
OBJECTIVES OF THE STUDY
The vital objectives of this project are To enhance and sharpens skill. To ge
t awareness about changing business environment in banking. To understand the
retail banking process.
3
INDUSTRY PROFILE ORIGIN AND DEVELOPMENT OF INDUSTRY Banking in India Banking in
India originated in the first decade of 18th century. The General Bank of India
came into existence in 1786. This was followed by Bank of Hindustan. Both these
banks are now defunct. The oldest bank in existence in India is the State Bank o
f India being established as "The Bank of Bengal" in Calcutta in June 1806. A co
uple of decades later, foreign banks like Credit Lyonnais started their Calcutta
operations in the 1850s. At that point of time, Calcutta was the most active tr
ading port, mainly due to the trade of the British Empire, and due to which bank
ing activity took roots there and prospered. The first fully Indian owned bank w
as the Allahabad Bank, which was established in 1865.
By the 1900s, the market expanded with the establishment of banks such as Punjab
National Bank, in 1895 in Lahore and Bank of India, in 1906, in Mumbai both of
which were founded under private ownership. The Reserve Bank of India formally t
ook on the responsibility of regulating the Indian banking sector from 1935. Aft
er India's independence in 1947, the Reserve Bank was nationalized and given bro
ader powers.
The banking in India was controlled and dominated by the presidency banks, namel
y, the Bank of Bombay, the Bank of Bengal, and the Bank of Madras which later on
merged to form the Imperial Bank of India, and Imperial Bank of 4
India, upon India's independence, was renamed the State Bank of India. The presi
dency banks were like the central banks and discharged most of the functions of
central banks. They were established under charters from the British East India
Company. The exchange banks, mostly owned by the Europeans, concentrated on fina
ncing of foreign trade. Indian joint stock banks were generally under capitalize
d and lacked the experience and maturity to compete with the presidency banks, a
nd the exchange banks. There was potential for many new banks as the economy was
growing.
Under these circumstances, many Indians came forward to set up banks, and many b
anks were set up at that time, and a number of them set up around that time cont
inued to survive and prosper even now like Bank of India and Corporation Bank, I
ndian Bank, Bank of Baroda, and Canara Bank
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GROWTH AND PRESENT STATUS OF THE INDUSTRY
By the 1960s, the Indian banking industry has become an important tool to facili
tate the development of the Indian economy. At the same time, it has emerged as
a large employer, and a debate has ensued about the possibility to nationalize t
he banking industry. Indira Gandhi, the-then Prime Minister of India expressed t
he intention of the GOI in the annual conference of the All India Congress Meeti
ng in a paper entitled "Stray thoughts on Bank Nationalisation." The paper was r
eceived with positive enthusiasm. Thereafter, her move was swift and sudden, and
the GOI issued an ordinance and nationalised the 14 largest commercial banks wi
th effect from the midnight of July 19, 1969. Jayaprakash Narayan, a national le
ader of India, described the step as a "masterstroke of political sagacity." Wit
hin two weeks of the issue of the ordinance, the Parliament passed the Banking C
ompanies (Acquition and Transfer of Undertaking) Bill, and it received the presi
dential approval on 9th August, 1969.
A second dose of nationalisation of 6 more commercial banks followed in 1980. Th
e stated reason for the nationalisation was to give the government more control
of credit delivery. With the second dose of nationalisation, the GOI controlled
around 91% of the banking business of India.
After this, until the 1990s, the nationalised banks grew at a pace of around 4%,
closer to the average growth rate of the Indian economy.
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Liberalisation In the early 1990s the then Narasimha Rao government embarked on
a policy of liberalisation and gave licenses to a small number of private banks,
which came to be known as New Generation tech-savvy banks, which included banks
such as UTI Bank (the first of such new generation banks to be set up), ICICI B
ank and HDFC Bank. This move along with the rapid growth in the economy of India
, kick started the banking sector in India, which has seen rapid growth with str
ong contribution from all the three sectors of banks, namely, government banks,
private banks and foreign banks. The next stage for the Indian banking has been
setup with the proposed relaxation in the norms for Foreign Direct Investment, w
here all Foreign Investors in banks may be given voting rights which could excee
d the present cap of 10%,at present it has gone up to 49% with some restrictions
. The new policy shook the Banking sector in India completely. Bankers, till thi
s time, were used to the 4-6-4 method (Borrow at 4%; Lend at 6%; Go home at 4) o
f functioning. The new wave ushered in a modern outlook and tech-savvy methods o
f working for traditional banks. All this led to the retail boom in India. Peopl
e not just demanded more from their banks but also received more. Current scenar
io Currently (2008), overall, banking in India is considered as fairly mature in
terms of supply, product range and reach. Even though reach in rural India stil
l remains a challenge for the private sector and foreign banks. Even in terms of
quality of assets and capital adequacy, Indian banks are considered to have cle
an, strong
7
and transparent balance sheets-as compared to other banks in comparable economie
s in its region.
Indian economy is expected to be strong for long time-especially in its services
sector. The demand for banking services-especially retail banking, home loans a
nd investment services are expected to be strong.
In March 2006, the Reserve Bank of India allowed Warburg Pincus to increase its
stake in Kotak Mahindra Bank (a private sector bank) to 10%. This is the first t
ime an investor has been allowed to hold more than 5% in a private sector bank.
Currently, India has 88 scheduled commercial banks (SCBs) - 28 public sector ban
ks (that is with the Government of India holding a stake), 29 private banks (the
se do not have government stake) and 31 foreign banks.
They have a combined network of over 55,000 branches and 17,000 ATMs. According
to a report by ICRA Limited, a rating agency, the public sector banks hold over
75 percent of total assets of the banking industry, with the private and foreign
banks holding 18.2% and 6.5% respectively.
8
Total Income Wise Listing1 Bank Name State Bank of India ICICI Bank Limited Punj
ab National Bank Canara Bank Bank of Baroda Bank of India Industrial Development
Bank of India Limited Union Bank of India Central Bank of India HDFC Bank Limit
ed Indian Overseas Bank UCO Bank Oriental Bank of Commerce Syndicate Bank Allaha
bad Bank Number of Branches
9143 557 4066 2532 2687 2563 173 2095 3143 515 1523 1749 1161 1897 1932
Total Net No.of Income(Rs Profit Employees Mn) (Rs Mn)
198774 25479 58047 46893 38737 41808 4548 25421 37241 14878 24178 24510 14962 24
624 18742 431836 187676 108153 100890 82917 82131 66612 64888 59164 55993 51345
48183 46717 46420 43739 44067 25401 14393 13432 8270 7014 5609 6752 2574 8708 78
34 1966 5572 5365 7061
1
Source : http://www.dnb.co.in/topbanks/company_listing.asp?q=Total_Income
9
FUTURE OF THE INDUSTRY
A healthy banking system is essential for any economy striving to achieve good g
rowth and yet remain stable in an increasingly global business environment. The
Indian banking system, with one of the largest banking networks in the world, ha
s witnessed a series of reforms over the past few years like the deregulation of
interest rates, dilution of the government stake in public sector banks (PSBs),
and the increased participation of private sector banks. The growth of the reta
il financial services sector has been a key development on the market front. Ind
ian banks (both public and private) have not only been keen to tap the domestic
market but also to compete in the global market place. New foreign banks have be
en equally keen to gain a foothold in the Indian market. The momentum in credit
growth has been maintained during 2005-06 due to two factors: The corporate sect
or has stepped up its demand for credit to fund its expansion plans; there has a
lso been a growth in retail banking. However, even as the opportunities increase
, there are some issues and challenges that Indian banks will have to contend wi
th if they are to emerge successful in the medium to long term. This report disc
usses these issues and challenges -- both intrinsic and external, such as Risk m
anagement and Basel II The future of banking will undoubtedly rest on risk manag
ement dynamics. Only those banks that have efficient risk management system will
survive in the market in the long run. The effective management of credit risk
is a critical 10
component of comprehensive risk management essential for long-term success of a
banking institution. Although capital serves the purpose of meeting unexpected l
osses, capital is not a substitute for inadequate decontrol or risk management s
ystems. Coming years will witness banks striving to create sound internal contro
l or risk management processes. With the focus on regulation and risk management
in the Basel II framework gaining prominence, the post-Basel II era will belong
to the banks that manage their risks effectively. The banks with proper risk ma
nagement systems would not only gain competitive advantage by way of lower regul
atory capital charge, but would also add value to the shareholders and other sta
keholders by properly pricing their services, adequate provisioning and maintain
ing a robust financial structure. ‘The future belongs to bigger banks alone, as
well as to those which have minimised their risks considerably.’ Consolidation C
onsolidation, which has been on the counter over the last year or so, is likely
to gather momentum in the coming years. Post April 2009, when the restrictions o
n operations of foreign banks will go, the banking landscape is expected to chan
ge dramatically. Foreign banks, which currently account for 5% of total deposits
and 8% of total advances, are devising new business models to capture the India
n market. Their full-fledged entry is expected to transform the business of bank
ing 11
in many ways, which would be reflected in terms of greater breadth of products,
depth in delivery channels and efficiency in operations. Thus Indian banks have
less than three years to consolidate their position. Despite the stiff resistanc
e from certain segments, consolidation holds the key to future growth. This view
is underpinned by the following: ► Owing to greater scale and size, consolidati
on can help save costs and improve operational efficiency. ► Banks will also hav
e to explore different avenues for raising capital to meet norms under Basel-II
► Owing to the diversified operations and credit profiles of merging banks, cons
olidation is likely to serve as a risk-mitigation exercise as much as a growth e
ngine. Though there is no confirmation yet, speculative signals arising from the
market point to the prospect of consolidation involving banks such as Union Ban
k of India, Bank of India, Bank of Baroda, Dena Bank, State Bank of Patiala, and
Punjab and Sind Bank. Further, the case for merger between stronger banks has a
lso gained ground — a clear deviation from the past when only weak banks were th
rust on stronger banks. There is a case being made for mergers between banks wit
h a distinct geographical presence coming together to leverage their respective
strengths.
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GLOBALIZATION/ OVERSEAS EXPANSION Growing integration of economies and the marke
ts around the world is making global banking a reality. The surge in globalizati
on of finance has already begun to gain momentum with the technological advancem
ents which have effectively overcome the national borders in the financial servi
ces business. Widespread use of internet banking will widen frontiers of global
banking, and make marketing of financial products and services on a global basis
possible. In the coming years globalization will spread further on account of t
he likely opening up of financial services under WTO. India is one of the 104 si
gnatories of Financial Services Agreement (FSA) of 1997. This gives India’s fina
ncial sector including banks an opportunity to expand their business on a quid p
ro quo basis. As per Indian Banks Association report ‘Banking Industry Vision 2
010’, there would be greater presence of international players in Indian financi
al system and some of the Indian banks would become global players in the coming
years. So, the new mantra for Indian banks is to go global in search of new mar
kets, customers and profits. TECHNOLOGY There is an imperative need for not mere
technology upgradation but also its integration with the general way of functio
ning of banks to give them an edge in respect of services provided to their cons
tituents, better housekeeping, optimizing the use of funds and building up of MI
S for decision making, better management of assets & liabilities and the risks a
ssumed which in turn have a 13
direct impact on the balance sheets of banks as a whole. Technology has demonstr
ated potential to change methods of marketing, advertising, designing, pricing a
nd distributing financial products and services and cost savings in the form of
an electronic, self-service product delivery channel. These challenges call for
a new, more dynamic, aggressive and challenging work culture to meet the demands
of customer relationships, product differentiation, brand values, reputation, c
orporate governance and regulatory prescriptions. Technology holds the key to th
e future success of Indian Banks. Internet, wireless technology and global strai
ght-through processing have created a paradigm shift in the banking industry. Th
e explosive growth of both the Internet and mobile and wireless technology is re
volutionizing the way the financial industry conducts business. The overall wire
less technology market is expected to grow profoundly in the coming years. REGUL
ATIONS The RBI s approval for banks to raise funds abroad through innovative cap
ital instruments holds great significance. Such fund-raising, which includes pre
ference shares, will, however, not just substitute equity; it could have uninten
ded consequences on the strategies of banks and their profitability. While the c
ost of raising monies through such instruments is likely to be higher (close to
10 per cent), the consequent higher leverage on equity funds is likely to result
in expansion of return on net worth. This is because the same amount of capital
supports a higher volume of business, generating higher profits.
Banks are likely to be able to raise long-term preference shares at coupon rates
14
between six per cent and eight per cent. The positive impact on bank profitabili
ty could thus be significant. Preference capital can be used as the currency for
acquisition. The advantage for public sector banks is that they no longer need
to bother about government stake falling below 51 per cent. Banks such as Dena B
ank, Oriental Bank of Commerce and Andhra Bank are most likely to benefit from t
his move. SKILLED MANPOWER There will be a sea change for employees too. Secure
jobs will be replaced by contractual appointments, for a specified period of tim
e. The unions will merge into the shadows and bank managements will turn effecti
ve. As a result there will be swifter turn over of personnel in banks. But at th
e same time, skilled personnel from other disciplines will enter banks in increa
sing numbers. Factors like skills, attitudes and knowledge of the human capital
play a crucial role in determining the competitiveness of the financial sector.
The quality of human resources indicates the ability of banks to deliver value t
o customers. Capital and technology are replicable but not the human capital whi
ch needs to be valued as a highly valuable resource for achieving that competiti
ve edge.
Business model, which comprises a comprehensive range of business solutions deli
vered through a unique balance of portfolio and relationship management must be
incorporated.
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FUTURE CHALLENGES & SUGGESTIONS Competition Challenges Customer Retention Global
ization Shrinking Margin