Professional Documents
Culture Documents
PROJECT REPORT ON
COMPARISION OF SERVICES IN CO-OPERATIVE BANKS
PROJECT BY
SHRADDHA V. RANE
TYBMS SEMESTER V
SATHAYE COLLEGE
VILE PARLE (E) MUMBAI 400 057
SUBMITTED TO
UNIVERSITY OF MUMBAI
2009 2010
A
PROJECT REPORT ON
COMPARISION OF SERVICES IN CO-OPERATIVE BANKS
PROJECT BY
SHRADDHA V. RANE
TYBMS SEMESTER V
SATHAYE COLLEGE
VILE PARLE (E) MUMBAI 400 057
SUBMITTED TO
UNIVERSITY OF MUMBAI
2009 2010
CERTIFICATE
Project Guide
(Mr. Yatin Naik)
DECLARATION
Date :
____________________
(Shraddha V Rane)
Place :
ACKNOWLEDGEMENT
4
INDEX
CONTENT
PAGE
NO.
BANK MARKETING
15
21
CO-OPERATIVE BANK
27
SARASWAT BANK
42
MUMBAI BANK
57
ABHYUDAYA BANK
74
80
CONCLUSION
83
BIBILIOGRAPHY
SERVICE
"A service is any activity or benefit that one party can offer to another that is essentially
intangible and does not result in the ownership of anything. Its production, may or may not
be tied to a physical product says Prof. Philip Kotler
CHARACTERISTICS OF SERVICES:
Services possess several unique characteristics which not only create special marketing
challenges and opportunities, but they often result in marketing problems that are
substantially different from those made for the marketing of goods.
These characteristics are:
1. Intagibility
2. Inseparability
3. Heterogeneity
4. Perishability
5. Involvement of buyers.
I. Intangibility
Due to the intangible nature of services, it can't appeal to consumers' sense of sight,
hearing, smell, taste and touch. They are difficult to demonstrate at trade fairs, exhibit in
retail store, to illustrate in magazine advertisement, or to sample otherwise. This places a
burden on company's promotional programme. The buyer has to have faith in the service
provider the sales personnel and advertising department must emphasize on the benefits to
be derived from the service rather than the nature of service itself. Prof. Boone suggests
that as consumers are literally buying a promise, so it is important to tangibilize " service
like an architect's rendering of an office building that shows contented workers enjoying a
casual lunch in a beautiful courtyard.
Moreover Brand names for the services can be developed for increasing confidence. Use of
a celebrity by the service providers will help in confidence creation.
II. Inseparability
A service is inseparable from its source, i.e. is the seller. Moreover, some services must be
created and marketed simultaneously. Because of the simultaneous production and
marketing of most services, the marketer is usually concerned with the creation of time and
place utility. Like a doctor creates and dispenses all their services at the same time.
Inseparability often means that direct sale is the only feasible channel of distribution and
seller's services can be sold only in very limited markets. This limits the scale of operation
of a firm like mechanics and medical practitioners.
A tangible representation by some one other than the creator/seller is possible only in
certain services like travel agencies have travel agents; insurance companies have brokers,
etc.
III. Heterogeneity
It is often impossible to standardize output among sellers of the same service or even to
assure consistency in the services provided by one seller. There is bound to be some
variability between the two "units" of output by the same seller. For example, however
hard an airline may try but it just does not give the same quality of services on each trip.
The repair job of a mechanic will also not be of same quality. This variability of
performance depends to a large extent on the infallible nature of human beings.
Moreover it is difficult to predict in advance the quality of service being bought. A person
buys ticket for a cricket match without knowing whether it will be boring or exciting.
To ensure consistency in quality two steps can be taken. Firstly, investing in good
personnel selection and training and secondly monitoring customer satisfaction through
suggestion and complaint systems, customer surveys and comparison shopping so that poor
services can be detected and corrected.
IV. Perishability
Services are highly perishable and the market for most of them fluctuates -usually by
seasons and often by day or by week. Unused electric power, idle personnel, vacant seats
in stadiums, buses, trains, and airplanes represent business lost forever.
However there are some exceptions. In Banking, health and life insurance the service is
purchased then Banking companies hold it until needed by the buyer or the beneficiary.
This constitutes a type of storage.
Product planning, pricing, & promotional challenges are faced by service Company
executives due to its perishability and fluctuating demand. Channels must be found for
peak and slack periods. As regards slack periods, off-season advantages can be
highlighted. This will level the demand, a little certainly
V. Involvement of Buyers
In service transactions, a silent relationship exists between the buyer and seller, as
distinguished from a customer relationship. The buyer in the marketing and production of
services plays a major role. Like hair stylist's customers will describe the desired style and
also make suggestions at several stages during the styling.
Often the buyer places himself 'in the hands' of the seller and abides by the suggestions or
advice provided by him. Prof. Warren J. Wittreich considers that "since many service
organizations are client serving organization many (but not all) seem to approach the
marketing function in a more professional manner (financial, legal, educational)".
For example different firms require unique blends of insurance coverage and the final
policy may be developed after several meetings between the purchaser and the insurance
agent.
The interaction of buyer and seller constantly by both the production and distribution
stages is a common feature of services.
Buyer behavior 'consists of the acts of individuals in obtaining and using goods and
services, including the decision processes that precede and determine these acts, many
similarities exists between the buyer behavior for goods and for services, but there are
some important differences. These may be grouped as under:
1. Attitude
2. Needs and motives.
3. Purchase Behavior
.
The personal element of the services makes the service marketers perceived as more
cooperative than good marketers. This personal element gives an edge to service marketers
and provide them with a unique marketing opportunity.
Sales representatives of services play an important role during the personal contact
between sales people and customers.
I. Attitudes
10
The intangible element of services makes attitude very important in its marketing. It is
likely that the characteristics of intangibility cause buyers to rely on subjective impressions
of a service and its seller when purchasing a service Two important distinctions between
goods and service are firstly services are perceived as being more personal than goods and
secondly consumer are sometimes less satisfied with purchase of service. Dissatisfaction
with the personal elements of a service such as the seller or his agent can create a negative
attitude towards the entire service.
II. Needs and Motives
Essentially the same types of need are satisfied whether a person buys material for hojne
repair or hires a service organization to perform the task. Although service needs have
increased in importance, these needs can usually be satisfied by new or modified goods as
well as by service a need that often stands out is the consumer desire for personal attention.
By appealing to this need, stylist, the banker or the insurance agent provided a form of
satisfaction that the seller of a good cannot easily match. The desire for personal attention
is often the dominant need satisfied by a service.
III. Purchase Behavior
Goods selection decisions are normally concerned more with the question of whether to
purchase while service selection decisions emphasize proper timing and selection of a
source.
This situation suggests several distinctions between purchase behaviour for goods and
services. The degree of pre-purchase planning may differ, influence on the buyer may
vary; and the buyer may be more personally involved in the service purchase.
Consumers are influenced more by other friends, neighbors and sale people when buying
services than when buying goods. Because services are intangible, it is difficult for the
buyer to judge quality and value. Buyers are usually unable to inspect or sample a service
prior to its purchase, so they may depend on the experience and observations of others.
11
In alignment with the global trends, Indian service sector has witnessed a major boom and
is one of the major contributors to both employment and national income in recent times.
The activities under the purview of the service sector are quite diverse. Trading,
transportation and communication, financial, real estate and business services, community,
social and personal services come within the gambit of the service industry.
Services or the "tertiary sector" of the economy covers a wide gamut of activities like
trading, banking & finance, infotainment, real estate, transportation, security, management
& technical consultancy among several others. The various sectors that combine together
to constitute service industry in India are:
Trade
Railways
Banking
Insurance
Business Services
Personal Services
Community Services
Other Services
12
There was marked acceleration in services sector growth in the eighties and nineties,
especially in the nineties. While the share of services in India's GDP increased by 21 per
cent points in the 50 years between 1950 and 2000, nearly 40 per cent of that increase was
concentrated in the nineties. While almost all service sectors participated in this boom,
growth was fastest in communications, banking, hotels and restaurants, community
services, trade and business services. One of the reasons for the sudden growth in the
services sector in India in the nineties was the liberalisation in the regulatory framework
that gave rise to innovation and higher exports from the services sector.
The boom in the services sector has been relatively "jobless". The rise in services share in
GDP has not accompanied by proportionate increase in the sector's share of national
employment. Some economists have also cautioned that service sector growth must be
supported by proportionate growth of the industrial sector, otherwise the service sector
grown will not be sustainable. In the current economic scenario it looks that the boom in
the services sector is here to stay as India is fast emerging as global services hub.
Service sector is the lifeline for the social economic growth of a country. It is today the
largest and fastest growing sector globally contributing more to the global output and
employing
more
people
than
any
other
sector.
The real reason for the growth of the service sector is due to the increase in urbanization,
privatization and more demand for intermediate and final consumer services. Availability
of
quality
services
is
vital
for
the
well
being
of
the
economy.
In advanced economies the growth in the primary and secondary sectors are directly
dependent on the growth of services like banking, insurance, trade, commerce,
entertainment
etc.
13
Corporate loans
Leasing
Venture capital
14
Introduction to Banks
The robust macroeconomic environment continued to underpin the financial performance
of Indian banks during 2004-05, with major bank groups successfully weathering the
impact of an upturn in interest cycle. The demand for credit was broad-based during 200405 with agriculture and industry joining the housing and retail sectors to drive up the
demand for credit. A sharp increase in net interest income mitigated to a large extent the
impact of a sharp decline in non-interest income mainly on account of decline in trading
profits. Banks continued to earn sizeable profits albeit somewhat lower than last year.
Asset quality of scheduled commercial banks improved further during 2004-05. Capital
base of banks kept pace with the sharp increase in risk-weighted assets.
Opinions differ as to the origin of the work "Banking". The word "Bank" is said to be of
Germanic origin, cognate with the French word "Banque" and the Italian word "Banca",
both meaning "bench". It is surmised that the word would have drawn its meaning from the
practice of the Jewish money-changers of Lombardy, a district in North Italy, who in the
middle ages used to do their business sitting on a bench in the market place. Again, the
etymological origin of the word gains further relevance from the derivation of the word
"Bankrupt" from the French word "Banque route" and the Italian word "Banca-rotta"
meaning "Broken bench" due probably to the then prevalent practice of breaking the bench
of the money-changer, when he failed.
Banking is different from money-lending but two terms have in practice been taken to
convey the same meaning. Banking has two important functions to perform, one of
accepting deposits and other of lending monies and/or investment of funds. It follows from
the above that the rates of interest allowed on deposits and charged on advances must be
known and reasonable. The money-lender advances money out of his own private wealth,
hardly accepts deposits and usually charges high rates of interest. More often, the rates of
interest relate to the needs of the borrower. Money-lending was practised in all countries
including India, much earlier than the recent type of Banking came on scene.
15
A Bank borrow by accepting deposits of money from the public, the deposits are to be
repaid on demand or after fixed period. They can be withdrawn by the depositors by means
of cheque, draft, order or any other way. A Bank accepts deposits (i.e. borrows) for the
purposes of lending mainly to traders, industrialists and manufacturers and the like as also,
for the purposes of investing in government securities to fulfil statutory obligations. Thus,
Banking Regulations Act, 1949 defines Banking as accepting for the purposes of lending
or investment of deposits of money from the public repayable on demand or otherwise and
withdrawable by cheque, draft, and order or otherwise.
By and large, this definition can be satisfactory. As per the provision of the Banking
Regulation Act, every company willing to do banking business must obtain license from
the Reserve Bank for carrying on banking business in India. Besides, all companies
carrying on banking business must use the word bank, banker or banking as per of their
names. It may be noted that money-lenders are not bankers.
The deposits may be repayable on demand or for a period of time as agreed by the banker
and the Customer. In terms of the definition, the banker can accept deposits of money and
Not Anything Further accepting deposits form frolic unapplied that a banker accepts
deposits form anyone who offers money for such purpose Accepting of deposits for
lending and investments have been the original functions of banking but gradually there
functions were extended and others were added from time to time and presently banks
perform a number of economic activities which may affect all walks of economic life.
SIGNIFICANCE OF BANKS:
17
(vii) It makes the monetary system elastic. Such elasticity is greatly desired in the present
economy, where the phase of economy goes on changing and with such changes, demand
for money is required. It is quite proper and convenient for the government and R.B.I. to
change its currency and credit policy frequently, This is done by RBI, by changing the
supply of money with the changing the supply of money with the changing needs of the
public.
TYPES OF BANKS
Today is the age of specialization and we can find specialization in all fields including
banking. The banks have specialized in a particular line of finance. Various types of banks
have developed to suit the economic development and requirements of the country.
The principal banking institutions of a country may be classified into the following types:
1. Central banks: central bank is the bank of a country- a nation. Its main function is to
issue currency known as bank notes. This bank acts as the leader of the banking system
and money market of the country by regulating money and credit. These banks are the
bankers to the government, they are bankers banks and the ultimate custodian of a nations
foreign exchange reserves. There is now hardly any country that does not have a central
bank of its own. It acts, as a great engine of growth of a state the central bank of India is
reserve bank of India.
2. Commercial banks: a bank, which undertakes all kinds of ordinary banking business, is
called a commercial bank. It is so called because it provides money and credit for
commercial and trade activities. They receive short and medium term deposits from the
public and grant short-term loans and advances. They supply working capital to industries
and enable them to carry on production and manufacturing activities. They grant loans and
advances on the stocks of agricultural commodities, industrial goods, etc. they discount
internal and foreign bills. They also perform agency services such as collection of
Cheques, dividends, interest on investments, issue of drafts, letters of credit, travelers
Cheques etc.
18
4. Exchange banks: these types of banks are primarily engaged in the transactions
involving foreign exchange. They deal in foreign bills of exchange import and export of
bullion and otherwise participate in the financing of foreign trade. They do a number of
incidental services such as opening of letters of credit, issue of foreign currency drafts and
travellers Cheques and supply of information about foreign customers. They provide
credit and loans in foreign currency and also accept deposits in foreign currency.
5. Co-operative banks: they are organized on co-operative principles of mutual help and
assistance. They grant short-term loans to the agriculturists for purchasing of seeds,
harvesting and for other cultivation expenses. They accept money on deposit from and
make loans to their members at a low rate of interest.
7. Savings banks: these are institutions that collect the periodical savings of the general
public. Their main object is to promote thrift and saving habits between the middle class
and lower income sections of the society. They have certain restrictions on the number of
with drawings in a year to discourage spending. In India, we have postal savings accounts.
These separate savings banks as such are very rare.
19
8. Supranational banks: special banks have been created to deal with certain international
finance matters. Asian development bank is a supranational bank, which provides finances
for the economic development of poor Asian countries. They generally provide finance at a
concessional interest rates and for long-term needs.
9. International banks: international banks are those, which are operating, in different
countries. While, the registered office/ head office is in one county, they operate through
their branches in other countries. They specialize in banking business pertaining to foreign
trade like opening of letters of credit, providing shot-term finances in foreign currency,
issue of performance guarantee, arranging foreign currency credits, etc.
20
1. PRODUCT:
The changing psychology, the increasing expectation, the rising income, the changing
lifestyles, the increasing domination of foreign bans and the changing needs and
requirements of the customers at large make it essential that they innovate their service mix
and make them of worked class
To be more specific, the peripheral services need an intensive care since the core services
are found by and large the same.
important
2. PROMOTION:
Promotion mix includes advertising, publicity, sales promotion, word of mouth
promotion, personal selling and telemarketing. Banking organizations use these
components of the promotion mix with motto of informing, sensing and persuading the
customers. It helps banks at micro and macro levels. The business of a bank determines the
scale of the advertisement budget. In addition, the intensity of competition also plays a
decisive role since in the majority of cases. For promoting the banking business, the print
media is found to be economic as well as effective. Some banks have also been able to use
the television media effectively. .In the banking services the effectiveness of public
Relations is found in high magnitude.
Telemarketing is also found to be instrumental in advertising the banking services and the
banking organizations can use this tool of the promotion mix both for advertising and
selling. Much communication about the banking services actually takes place by word- ofmouth information, which is also known as word- of- mouth promotion. The oral publicity
plays an important role in eliminating the negative comments and improving the services.
21
This also helps the banker to know the feedback, which may simplify the task of improving
the quality of services. The above facts make it clear that such kind of promotion is
influenced by a number of factors. The most dominating factor is the quality of services
offered. The bank professionals, the frontline staff and the senior executives should realize
that degeneration in quality would make this tool effective.
3. PRICE:
In the formulation of marketing mix, the pricing decisions occupy a place of outstanding
significance. The pricing decisions include the decisions related to interest and fee or
commission charged by banks. Pricing decisions are found instrumental in motivating or
influencing the target market. The RBI regulates the rate of interest and the Indian Banks
Association controls other charges. In our country, the price mix is more important because
the banking organizations are also supposed to sub serve the interests of the weaker
sections and the backward regions. Also in making the pricing decisions, the Government
Of India is instrumental or we can say it commands everything as a shadow policy maker.
This also complicates the price mix for banking sector.
4. PEOPLE:
Sophisticated technologies no doubt, inject life and strength to a banks efficiency but the
moment there is a lack of productive human resources even the new generation of
information technologies would hardly produce the desired results. The development of
human resources makes the ways for the formation of human capital. Human resources
can be developed through education, training and by psychological tests. Even incentives
can inject efficiency and can motivate people for productive and qualitative work. The
reputation of the bank will be enhanced if the employees with whom the customers interact
confirm and build trust in the bank.
22
5. PROCES:
All the major activities of banks follow RBI guidelines. There has to be adherence to
certain rules and principles in the banking operations. In fact not only all the branches of a
single-bank, but all the banks have some standardization in them. This is because of the
rules they are subject to.
documentations, etc. There are specialty counters at each branch to deal with customers of
a particular scheme. A number of steps are usually specified and a specific pattern is
followed to minimize time taken. In banks various functions are segregated. Separate
counters exist with clear indication. This makes procedures not only simple but consume
less time. Besides instruction boards in national boards in national and regional language
help the customers further.
6. PHYSICAL EVIDENCE
The physical evidences include the logo, the layout of the branch, the passbooks, cheque
books, the furniture, the reports, punch lines, other tangibles, employees dress code etc.
The companys financial reports are issued to the customers to emphasis or credibility.
7. PLACE:
Banks need to take into consideration the place factor as it decides the volume of business
for them. Branches must be located at many places so that people can have easy access and
do not need to waste time travelling. Convenient location helps the bank to obtain the
business from the neighbouring areas.
23
medical practitioners 10 pay income tax of more than Rs. 10.000 per year, 15 pay nominal
income tax and others do not pay any income tax. Similarly out of 500 pensioners we may
know that 100 people draw more than Rs. 500 per month as pension. Another 200 draw
between Rs. 400 & 800 & 100 draw between Rs. 100 and Rs. 400 where as the balance get
below Rs. 100 per month as pension.
By having this information, the branch manager must try to attract the various potential
customers by highlighting those schemes that are likely to attract the target group. To
begin with it is immaterial as to what business comes to the branch so long as it succeeds
in creating a banker-customer relationship i.e. that target person opens a bank account. The
first objective is thus achieved.
2. To Convert a Customer into a Client
Once a banker-customer relationship is achieved, the banker must try to evaluate the
customer as to how important that customer can be to the bank depending on his
potentialities. This is extremely important because every branch manager has limitations of
time, energy and money, which he has to spend judiciously to optimize the utility with a
view to converting a customer into a client.
As per banker-customer relationship, a customer is one who maintains an account with a
bank. That means by simply opening an account may be with only Rs. 10 , this relationship
is established. But the banker would not stop at this. In fact a banker would try to convert
every customer into a client. A client is one who seeks professional advice from an
established practitioner like advocate, doctors, tailors etc and a client would depend on him
for all expert guidance. A client is normally a person who wholly depends on a particular
professional for protecting his interests in all spheres and he would even consult him for
things not directly connected with the profession practised by the professional and the
guidance, received is taken seriously and in total confidence. To reciprocate the client
would part with even the confidential information and he would lay down the entire truth
even though the truth may even be against the interest of the client himself. Yet a
professional is expected to protect his client as far as possible. Thus a professional client
relationship is one of utmost faith and understanding. By converting the customers into
clients a branch manager is creating emissaries of goodwill and they would become vital
growth links for future expansion. Yet when such a linkage is established, the principle of
25
total faith and protection of his interests must always be maintained. At field level a branch
manager has limitations in terms of (a) Time (b) Money and (c) Energy. Hence he is not
able to provide same type of treatment to all his customers.
3. Satisfying the needs of the Customers
A customer today is very demanding and it is virtually impossible to fully satisfy all his
needs. A bank must make a policy to satisfy the customer needs i.e. satisfaction upto a
level so as to ensure that the expectations of a customer do not become to high to satisfy
Satisfying means achievements of satisfaction at a per-determined avowed level. In a
service industry it is not always easy to set out satisfying levels yet an attempt be made on
following lines,
(a)
Identify the customer -sensitive areas of branch e.g. Drafts issue Section, Drafts
payable section, saving ledger section, Fixed deposit section, Pension payment counter,
cash Receipt Counter etc.
(b)
All such sections be rated as most important, important priority and ordinary
depending on the type of clientage and volume of business and also as to how significant is
the role played by the section in improving its image in the area.
26
Bank is a service institution. A satisfied customer is a source of publicity for the bank.
Each employee in the Branch is representing the Bank and Bank's image is being passed on
to the customer through the service he renders. Bank manager for development of business
has to dwell on the capability, competence and attitudes of his team who has to provide in
house service to the customer. Complaints about the deteriorating quality of customer
service in the public sector banks have been more actively voiced in the recent past, and,
such complaints are on the increase. The Union government is seized of this matter and, in
fact the Finance Minister convened a meeting of the Chief Executives of public sector
banks sometime back to apprise them of these increasing complaints and to convey the
concern of the government in this matter so that they, in turn would work out ways and
means of improving the standards of customer service obtaining in their banks.
: Member (1)
: Member (1)
27
28
Zonal managers have been advised to hold customer. Relations programme at least
once in six months so as to provide a platform to the customers for letting out the
grievances as also to invite their suggestions.
d) A complaint cell has been set up for prompt redressal of customer grievances; efforts
are made to dispose off the complaints at there earliest.
XI. Customer Service Cards
As an innovative step customer service cards are made available to the branches for use by
the customers. The card has been designed so as to reflect customer satisfaction as well as
grievances against the service rendered by the branch.
XIII. Prompt Collection of Outstation Cheques
The entire collection business is to be routed through IBA courier services.
XIV. Payment of Travelers Cheques
The branches without causing any inconvenience to the customers should promptly pay
Traveller cheques of issuing bank and of those banks with which the issuing bank is having
agency arrangements.
Traveller cheques if otherwise in order should be honored even if the name of the payer
has not written on the Traveller cheques. The presenter may however, be asked to write the
name of the payee holder in the blank space on the Traveller cheques presented for
payment.
29
second, a long-term effect on achieving a more favored position with the buyer.
Recommendations for the redesigned service package include:
I. In designing the distribution system considers the added buyer influence & the impact on
sales of a 'market presence', that is, proximity of stock to key markets;
II Provide quantity price brackets, encouraging the buyer to 'stretch' for a lower price
through purchasing greater quantities- especially at the lowest quantity levels;
III. Offer promotion incentives, especially to lower volume customer;
IV. Support promotions with superior distribution service;
V. Provide incentives to reduce' customer responsible' emergency shipment needs;
VI. Concentrate on improved on-time delivery consistency;
And
VII. Recognize the influence of sales & service personnel on sales levels achieved.
The precise composition of the customer service package for any market segment will
depend on the result of the analysis. It will also be determined by budgetary & cost
constraints. If alternative packages can be identified which seem to be equally acceptable
to the buyer, it makes sense to choose the least cost alternative. Once a cost-effective
package has been identified in this way, it should become a major part of the company's
marketing mix-'using service to sell' is the message here. If the market segments we serve
are sensitive to service, then the service package must be actively promoted. One way in
which this can be achieved with great effect is by stressing the impact on the customer's
costs of the improved service package. All too often, the customer will not appreciate the
impact that improved service offered by the supplier can have on his, the customer's
bottom line.
31
It should be ensured that in case of power failure, suitable alternative arrangement, like
emergency light, high power battery is made and it is always readily available so that the
customers avoid inconvenience in the operation of locker. If for any reason such
arrangement is not available and the customer agrees to operate the locker with the help of
candlelight, it should be permitted.
32
INTRODUCTION
Co-operative banks are an important constituent of the Indian financial system, judging by
the role assigned to them, the expectations they are supposed to fulfills, their number, and
the number of offices they operate. The co-operative movement originated in the West, but
the importance that such banks have assumed in India is rarely paralleled anywhere else in
the world. Their role in rural financing continues to be important even today, and their
business in the urban areas also has increased in recent years mainly due to the sharp
increase in the number of primary co-operative banks.
The Co-operative banks have a history of almost 100 years. The Co-operative banks are an
important constituent of the Indian Financial System, judging by the role assigned to them,
the expectations they are supposed to fulfil, their number, and the number of offices they
operate. The co-operative movement originated in the West, but the importance that such
banks have assumed in India is rarely paralleled anywhere else in the world. Their role in
rural financing continues to be important even today, and their business in the urban areas
also has increased phenomenally in recent years mainly due to the sharp increase in the
number of primary co-operative banks.
While the co-operative banks in rural areas mainly finance agricultural based activities
including farming, cattle, milk, hatchery, personal finance etc. along with some small scale
industries and self-employment driven activities, the co-operative banks in urban areas
mainly finance various categories of people for self-employment, industries, small scale
units, home finance, consumer finance, personal finance, etc.
Some of the co-operative banks are quite forward looking and have developed sufficient
core competencies to challenge state and private sector banks.
33
According to NAFCUB the total deposits & landings of Co-operative Banks is much more
than Old Private Sector Banks & also the New Private Sector Banks. This exponential
growth of Co-operative Banks is attributed mainly to their much better local reach,
personal interaction with customers, their ability to catch the nerve of the local clientele.
Though registered under the Co-operative Societies Act of the Respective States (where
formed originally) the banking related activities of the co-operative banks are also
regulated by the Reserve Bank of India. They are governed by the Banking Regulations
Act 1949 and Banking Laws (Co-operative Societies) Act, 1965.
34
(iv) As said earlier, co-operative banks do banking business mainly in the agricultural and
rural sector. However, certain types of banks viz., UCBs, SCBs and CCBs operate in semiurban, urban, and metropolitan areas also. The urban and non-agricultural business of these
banks has grown over the years. The co-operative banks demonstrate a shift from rural to
urban, while the commercial banks, from urban to rural.
(v) Co-operative banks are perhaps the first government-sponsored, government-supported,
and government-subsidised financial agency in India. They get financial and other help
from the RBI, NABARD, Central government and state governments. They constitute the
"most favoured" banking sector with no risk of nationalisation. For commercial banks, the
RBI is a lender of last resort, but for co-operative banks, it is the lender of first resort
which provides financial resources in the form of contribution to the initial capital (through
state governments), working capital, and refinance. The promotional role of the RBI can be
seen in respect of co-operative banks, and this role supersedes its regulatory role, in respect
of these banks. A corollary of government help to co-operative banks is that there is much
government intervention in their working. Co-operative banks are subject primarily to the
control, audit, supervision and periodic inspection of the co-operative department of the
state government under the Cooperative Societies Act, but less rigorously, by the RBI
under the Banking Regulation Act. The RBI and the state government lay down rules for
investment of surplus resources, reserves, and the loan policy of co-operative banks.
Consequently, compared to commercial banks, they have less freedom and flexibility in
conducting their operations.
(vi) Co-operative banks belong to the money market as well as to the capital market.
Primary agricultural credit societies provide short-term and medium-term loans. Land
Development Banks LDBs) provide long-term loans, DCBs meet working capital as well
as fixed capital requirements, and SCBs and CCBs also provide both short-term and term
loans. Similarly, they accept short-term and long-term deposits, and some of them mobilise
resources through the issue of debentures.
(vii) Co-operative banks are financial intermediaries only partially. The sources of their
funds resources) are: (a) Central and state governments, (b) the RBI and NABARD, (e)
other cooperative institutions, (d) ownership funds, and (e) deposits or debenture issues. It
is interesting to note that intra-sectoral flows of funds are much greater in co-operative
banking than in commercial banking. Inter-bank deposits, borrowings, and credit form a
35
significant part of assets and liabilities of co-operative banks. This means that intrasectoral competition is absent and intra-sectoral integration is high for co-operative banks.
(viii) Co-operative banks have a federal structure of three-tier linkages. Further, their
operation - of mixed banking type. Primary credit societies are unit banks; many DCBs
also are unit banks. But SCBs, DCBs (CCBs), and SLDBs, PLDBs and many DCBs have a
number of branches. object to this, it can be said that each co-operative institution in each
tier is a separate entity with definite jurisdiction and has an independent board of
management.
(ix) Some co-operative banks are scheduled banks, while others are non-scheduled banks.
For instance, SCBs and some DCBs are scheduled banks but other co-operative banks are
non-scheded banks. At present, 28 SCBs and 11 DCBs with Demand and Time Liabilities
over Rs 50 crores each are included in the Second Schedule of the RBI Act.
(x) As said earlier, co-operative banks accept current, saving, and fixed or time deposits
from individuals and institutions including banks. Some DCBs numbering about 40 in
1989 are allowed open and maintain NRI accounts in rupees but not in foreign currency.
Deposits mobilised by them in a given area are used for financing activities in that locality.
Some co-operative banks, namely, Land Development Banks (LDBs), issue debentures to
raise resources for their operations. These debentures are secured by mortgaging lands
belonging to borrowers from LDBs and are often guaranteed by the state government.
They are regarded as -tee securities and are treated on par with government securities for
making advances. There are three types of such debentures: ordinary, rural, and special.
These debentures are almost entirely subscribed by such institutional investors as banks,
LIC, and the government.
(xi) The co-operative banks are subject to CRR and liquidity requirements as other
scheduled non-scheduled banks are. However, they are required to maintain the CRR and
SLR only at = level of three per cent and 25 per cent respectively, at present. They are
subject to SCCs also. Further, the DCBs have been advised to lend 60 per cent of their total
advances to the priority ors. It means that the target for priority sector lending has been
fixed at a higher level for these banks compared to commercial banks. Similarly, while the
CAS has now/been withdrawn in the e of commercial banks, it is still applicable to the
DCBs, although in a liberalized form. With effect from January 1989, they have to seek
36
prior approval of the RBI for grant of advances to a single party exceeding certain credit
limits, which vary from bank to bank depending on their size.
(xii) Since 1966, the lending and deposit rates of commercial banks have-been directly
regulated by the RBI. Although the RBI had powers to regulate the 'rates of co-operative
banks also, these powers were not exercised much till about 1979, in respect of their
lending rates. From the early years till 1979, the SCBs and CCBs were expected to provide
finance for agricultural and allied activities to the ultimate borrowers at reasonable rates,
i.e., at concessional rates, by virtue of their being entitled to concessional refinance from
the RBI. In case of their non-agricultural advances for the purpose of production and
marketing activities of cottage and small scale industries, the RBI imposed certain
conditions as regards rates to be charged by these banks for such purposes. In respect of
their non-agricultural advances, they were free to charge any rates at their discretion. The
RBI did not regulate at all the lending rates of DCBs, because of which there was little
uniformity in the rates charged by different DCBs. The SCBs were also exempted from the
levy of interest tax.
(xiii) Although the main aim of the co-operative banks is to provide cheaper credit to the
members, and not to maximise profits, they may access the money market to improve their
income so that they remain viable. This is in keeping with the opening up of the non-farm
sector to them in the recent past. Their need to access money market arises due to a variety
of factors. First, CCBs are mainly in the field of financing seasonal agricultural operations,
which creates cycles of flows of funds. Second, the short-term agricultural loans are given
at a concessional rate of interest whereas interest rates paid on deposits by co-operative
banks are higher than those paid by the commercial banks. It is true that they get
concessional refinance from the NABARD, but its availability depends upon fulfilling
conditions such as minimum involvement, non-overdue cover, etc. Similarly, many DCBs
often have surplus funds which they mostly keep with the SCBs at a fixed rate of interest.
There is, therefore, a need for co-operative banks to access money market to deploy their
short-term funds profitably and cross-subsidise their lending operations.
37
(xiv) Co-operative banks (COBs), in short, have played a pivotal role in the development
of short-term and long-term rural credit structure in India over the years. The co-operative
credit endeavour is said to be the first ever attempt at micro-credit dispensation in India.
The entire cooperative credit system covers more than 74 per cent of rural credit outlets,
and it has a market share of about 46 per cent of total rural credit in the country. From
being the providers of loans for redemption of debt, COBs have gone on to meet the
investment requirements of all activities in rural areas. The co-operative credit structure
had a membership of 1.3 crore, net owned funds of Rs 3191 crore, and outstanding loans
and advances of Rs 17261 crore in 20012. The COBs have borne the major share of the
task of widening institutional agricultural credit because their retail outlets are so
widespread and far flung that no other type of agency can percolate to all corners of the
country as COBs have done. However, too much intervention by the State in day-to-day
management has contributed to the lack of involvement and ownership of people in their
functioning. The COBs need to become member-driven banks. There is also a need to do
away with the duality of control over them by the RBI and state government. They need
support in respect of infrastructure, resource base, professional management, etc.
As in the case of commercial banks, the quantitative growth of co-operative banks has not
been accompanied by a qualitative growth. There have always been a number of
weaknesses in their performance. Many of these weaknesses were identified by the All
India Rural Credit Survey Committee (AIRCSC) in the early 1950s. By that time, cooperative banks had been in the business for 45 years and the AIRCSC had concluded that
co-operatives had failed, but that they must succeed. As a result, special measures were
introduced by the government and the RBI to revive and strengthen co- operative banks.
Even after a span of 35 years, an assessment of the cooperative banks shows that" ... many
of the weaknesses of the co-operative credit system identified by the Rural Credit Survey
Committee continue to persist even today.
38
In the same vein, the Khusro Committee asserts: "No credit system has been subjected to
as much experimentation at the dictates of those outside the system as the co-operative
credit system has been The history of co-operative credit system has been the history of
alternating periods of growth, stagnation and reorganisation and yet quantitatively the
achievements of the co-operative systems have by no means been insignificant. Thus
looking to the stake of the movement even in the limited sphere of credit, the classic
assertion of the Rural Credit Survey made 35 years ago still seems valid that Co-operation
has failed but Co-operation must succeed.
(b) With the expanding credit needs of the rural sector, the commercial banks have come in
actively to meet the credit requirements of this sector, and this has aggravated the
difficulties of co-operative banks. The theory that co-operative banks would be buoyed up
by the competition from other financial institutions does not appear to have worked.
(c) Co-operative banks are not doing well in all the states; only a few account for a major
part of their business. For example, 75 per cent of total deposits mobilised by SCBs was
from only seven states in 1987-Andhra Pradesh, Gujarat, Karnataka, Madhya Pradesh,
Maharashtra, Tamil Nadu, and Uttar Pradesh.
39
(d) These banks still rely very heavily on refinancing facilities from the government, the
RBI, and NABARD. They have yet not been able to become self-reliant in respect of
resources through deposit mobilisation.
(e) They suffer from dangerously low or weak quality of loan assets, and from highly
unsatisfactory recovery of loans.
(f) They suffer from infrastructural weaknesses and structural flaws. They do not look like
banks and do not inspire confidence in the potential members, depositors and borrowers.
(g) They suffer from too much officialisation and politicisation. Undue governmental
interventions have prevented them from developing steadily as a self-reliant and resilient
credit system. Most of them are headed by politicians.
(h) They unduly depend on government capital rather than member capital. (i) There is no
active participation of their members in their working, which can come about if they work
with members' money rather than government largesse.
(j) They have been resorting to unethical practices. There are many regulators for them, but
still there are many lacunae in their regulation. In fact, the existence of multiple regulatory
authorities has come in the way of effective regulation, control, and monitoring of COBs.
40
With regard to short-term credit cooperatives, at the grass-root level there are around
92,000 Primary Agricultural Credit Societies (PACS) dealing directly with the individual
borrowers. At the central level (district level) District Central Cooperative Banks (DCCB)
function as a link between primary societies and State Cooperative Apex Banks (SCB). It
may be mentioned that DCCB and SCB are the federal cooperatives and thus the objective
is to serve the member cooperatives. As against three-tier structure of short-term credit
cooperatives, the long-term cooperative credit structure has two tiers in many states with
Primary Cooperative Agriculture and Rural Development Banks (PCARDB) at the primary
level and State Cooperative Agriculture and Rural Development Bank at the state level.
However, some states in the country have unitary structure with state level cooperative
operating with through their own branches and in one state an integrated structure prevails.
Interestingly, under the Banking Regulation Act 1949, only State Cooperative Apex Banks,
District Central Cooperative Banks and select Urban Credit Cooperatives are qualified to
be called as banks in the cooperative sector. In other words, only these banks are licensed
to conduct full-fledged banking business.
The Co-operative Banks function in India on State Levels. Most of the Rural Co-operative
banks function on Three-Tier and the urban banks function on Two-Tier. At the National
Level there is NABARD to organize the Agricultural Co-operatives. Also there is National
Co-operative Union of India, as an apex institution at National Level.
The Reserve Bank of India controls the Co-operative Banks that falls under the Banking
Regulation Act of 1949.
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If investor are looking to park his surplus funds in a fixed deposit or is eager to take that
loan, he must check out the schemes at co-operative banks. Investor may land up with the
best deal, not only on the interest rate front, but also in the terms and conditions.
One of the frontrunners in offering double digit interest rates on deposits, when the high
rate party began in the recent past, was a co-operative bank. When investor borrows
money from a co-operative bank, he is most likely to pay a lower interest cost than what
investor would have paid, to a private or public sector bank.
Co-operative banks that were set up on the principal of co-operation that is mutual help
are indeed leading the pack when it comes to deposits and lending. Not only are their rates
the most attractive in the industry, the products meted by them are also equipped with
customer friendly terms.
These banks offer some of the highest rates on fixed deposits. For instance, the countrys
largest co-operative bank, Saraswat Co-operative Bank, offers an interest rate of 9.5 to 10
per cent on its 15 to 24 month term deposit. However, the rates differ from bank and bank
and investor need to scout around to zero in on a co-operative bank that offers the best rate
for the term he wants to place the money for.
For all types of borrowing, right from housing loans, auto loans to education loans, cooperative banks might come as a boon. The following factors go on to justify how investor
stand to gain by taking a loan from a co-operative bank as against any other public or
private sector lending institution.
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* Lower rate of interest: Firstly, the key consideration while taking a loan, i.e., the interest
rate concerned, is lower in the case of a number of co-operative banks. For example, the
Jankalyan Sahakari Bank charges 10.5 per cent on a housing loan for 5 years tenure or
more.
* Terms of borrowing: Co-operative banks are less strict when it comes to lending. For
instance, when investor takes an education loan from one of these banks, investor may not
be required to undertake the studies from a recognized university, in order to avail of the
loan. Moreover, these banks usually calculate the interest on the loan using the daily
reducing balance method. Under this method, the interest outgo is the lowest from
investors end and investor stand to benefit by way of a lesser interest burden.
44
Various entities in the urban co-operative banking sector display a high degree of
heterogeneity in terms of deposits/asset base, areas of operation and nature of business. In
view of its importance, it is imperative that the sector emerges as a sound and healthy
network of jointly owned, democratically controlled and professionally managed
institutions. In order to achieve these objectives, the Reserve Bank took a series of policy
initiatives in 2004-05. The most significant initiative in this regard was the Vision
Document and Medium-Term Framework (MTF) for UCBs. With a view to protecting
depositors' interests and avoid contagion on the one hand, and enabling UCBs to provide
useful service to local communities and public at large on the other, a draft Vision
Document was prepared and placed in public domain for eliciting comments. Based on the
feedback received from different quarters, the necessary modifications were carried out in
the vision document to evolve as the medium-term framework for the sector
Regulatory Initiatives for UCBs: UCBs have grown rapidly since the early 1990s.
During the phase of rapid expansion, however, the sector showed certain
weaknesses arising out of lack of sound corporate governance, unethical lending,
comparatively high level of loan defaults, inability to operate in a liberalised and
competitive environment. The Reserve Bank, therefore, has been striving to harness
the growth of UCBs with appropriate application of prudential regulation and
supervision to safeguard the interests of depositors. The Reserve Bank initiated
several regulatory measures during 2004-05 to ensure the growth of UCBs along
sound lines.
and
State
Co-operative
Marketing
Federations.
The
frequency
of
of all SCARDBs will be conducted on an annual basis. The statutory inspections of CCBs
and RRBs with positive net worth as also the voluntary inspections of Apex co-operative
Societies/Federations would continue to be conduct once in two years. With the
introduction of annual inspection, the system of conducting quick inspection has been
dispensed with. Inspection of 326 banks (12StCBs, 181CCBs and 133 RRBs) and
voluntary inspection of 11 SCARDBs and four Apex institutions were carried out during
the year.
46
47
The Society was initially set up to help families in distress. Its objective was to provide
temporary accommodation to its members in eventualities such as weddings of dependent
members of the family, repayment of debt and expenses of medical treatment etc. The
Society was converted into a full-fledged Urban Co-operative Bank in the year 1933.
The Bank has the unique distinction of being a witness to History. The Bank, which was
originally founded in 1918, i.e. close on the heels of the Russian Revolution, also
witnessed as a Society and as Bank-the First World War, the Second World War, India's
freedom Movement and the glorious chapter of post-independence India. During this
cataclysmic cavalcade of history, the Bank as a financial institution and its members could
not of course remain unaffected by the economic consequences of the major events. The
two wars in particular brought in their wake, paucities of all kinds and realities and stand
by its members in distress as a solid bulwark of strength. The Founder Members and the
later-day management's of the Bank continued to demonstrate their unwavering faith in the
48
destiny of the common man and the co-operative movement and they encouraged the
shareholders to save despite all odds.
MISSION STATEMENT
"To emerge as one of the premier and most preferred banks in the country by adopting
highest standards of professionalism and excellence in all the areas of working !!!"
MILESTONES
Thanks to these sustained and assiduous efforts over 25 years after its inception, the Bank
had gained Strong foundation in terms of its membership, resources, assets and profits. By
1942, the Bank was fulfilling all the banking needs of its customers.
During the late fifties, the Bank grew from strength to strength. The Bank had established
five branches within the city of Mumbai and one each at Pune and Belgaum. In its 50th
year, the Bank chose a bee motif to symbolise the Bank's emblem - a fitting and
appropriate characteristics of a Bank that believed in hard work, a search for all that is
good, a team spirit to achieve its objectives and a selfless service to its members and
customers. The Bank has grown in stature, progressed in its social and economic objectives
and produced an image of what an ideal bank should be. Resultantly, in the year 1977-78,
the Bank's gross income crossed the Rs.3.00 crore mark for the first time.
Last two decades the Bank has witnessed a steady growth in the business. The bank has a
network of 187 fully computerised branches covering six states viz. Maharashtra, Gujrat,
Madhya Pradesh, Karnataka, Goa and Delhi. The Bank is providing 24- hour service
through ATM at 67 locations.
In 1988 the bank was conferred with "Scheduled" status by Reserve Bank of India. The
Bank is the first co-operative bank to provide Merchant Banking services. The Bank got a
permanent license to deal in foreign exchange in 1978. Presently the Bank is having
correspondent relationship in 45 countries covering 9 currencies with over 125 banks.
In 1992 Bank completed 75 years. Platinum Jubilee Celebrations were inaugurated on 14th
September, 1992. Bank also crossed the business level of Rs 700 Crores
49
The Beginning of the 21st Century has been a giant leap forward for the Bank. Bank chose
a path of organic/inorganic growth and our pace of growth accelerated .Bank's total
business which was around Rs 4000 Crore in 2000 almost tripled to Rs 15295 Crore in
2007.
Bank in the year 2008 launched the Branding Initiative .The purpose of such an exercise
was to reconfirm the thrust of Bank on its core values, which can be summed up as "Sense
of Belonging ".The name of the Bank should always inspire the Sense of Belonging in all
its stakeholders and that Bank continues to fulfill the changing needs and expectations of
the customer with unflinching gusto and aplomb.
Mobile Banking
ATM Services
Easy Pay
Insurance
Mutual Fund
BANCS
50
To add to your convenience , your Bank has tied up with VISA for issuing Debit Card.
VISA has a long-standing name in the banking industry in India as well as abroad. Visa is
a reliable, international brand. Debit Card is basically a convenience card which can be
used at a POS for making purchases at Merchant Establishments. This card can also be
used as an ATM card for withdrawing cash at the ATMs
Debit Cards: This card can be used as an ATM card for withdrawing cash at the following
ATMs:
a. Saraswat Bank ATMs
b. BANCS ATMs
c. Visa enabled ATMs
Debit Card looks similar to a credit card, bearing a Visa logo, and can be used wherever
the card's brand name is displayed.
Debit card can be used at Domestic as well as International ATMs and POS machines
bearing the Visa logo.
Benefits to You:
a. Facilitates electronic transactions and saves the customer from carrying cash or
withdrawing cash.
b. Provides access to merchant establishments and ATM access.
c. Offers the customers safety and security.
d. Extensive usage across a number of establishments as VISA is widely recognised in all
leading departmental stores/retail outlets all over the world.
e. Helps customer stay in control as it tracks their expenses.
f. In case of international traveller, it can save the customer from having to stock up on
traveller's cheques or cash when he/she travels.
51
g. Debit cards may be more readily accepted than cheques, especially in other states or
countries as one need not verify the authenticity of the payment and the merchant is
assured of immediate payment.
Registration: For registration you may contact your nearest branch .The form for
2. Mobile Banking
Saraswat Bank has introduced Mobile Banking.
Bank has started forwarding various messages to its customers on their mobile
a. Debit / Credit Transaction Message for amount of Rs.5000/- & above.
b. Term Deposit maturity intimation (7 days prior to maturity)
c. Inward Cheque Returned Intimation.
d. Outward Cheque Returned Intimation.
e. Account overdrawn intimation.
f. Greetings / Promotional messages
g. New product launch message
Customers can now initiate the following transactions at their end
a) Account balance enquiry
b) Last three transactions
c) Cheque Status Inquiry
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3. ATM Services
Please do not waste your valuable "Time" for "Money", as the "Time" itself is "Money".
We issue ATM card to all our clients who open account with our Bank.
Being A Saraswat Bank ATM cardholder, you enjoy the privilege and convenience of
withdrawing cash at your convenience at time during day and night on all 365 days in a
year. You can draw cash from ATMs of Saraswat Bank as well as over 2461 ATMs of 20
members Banks in "BANCS" network. For drawing cash from the ATMs of Consortium
banks, no charges are levied.
To avail ATM Card, You can download the form and submit it to nearby branch.
4. Easy Pay
Here is one more exciting facility your Bank has offered to relieve you, our esteemed
client, from spending your valuable time standing in a queue for routine utility bill
payments.
All you have to do is to walk into any of our branch and register yourself under : Easy Pay"
scheme for all your recurring utility bill payments such as Telephone, Electricity Bills,
Cellular Phone Bills, Insurance Premium & many more. Once you are registered all your
future bills will be paid automatically through your bank account with us.
So do visit the nearest branch for few formalities & say "Good Bye" to all the hassles of
making routine utility bill payments.
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5. Insurance
It is our earnest endeavour to offer suite of new and competitive financial products and
services. We have for this purpose tied up with various insurance companies. The details of
tie-up and products offered are given below:
[A] LIFE INSURANCE
For Life Insurance products, we have entered into a tie-up with M/s. HDFC Standard Life
Insurance Company Limited. We offer following products:
1) Endowment Plan:
This being a popular savings plan is useful for meeting all long/ short-term financial needs
and also covers the risk of the applicant's life. Tax benefit under Sec 80 C are also
available.
2) Childrens Double benefit plan:
It is the most popular plan which helps you save and secure your child's future to meet
expenses for education, marriage etc. It is also known as double benefit plan as on death of
life insured the beneficiary (child) gets the sum assured on death of applicant as well as on
maturity of the policy. Tax benefit under Sec 80 C is also available.
3) Term Assurance plan: It is purely life risk cover plan. On death of the life insured the
nominee gets the policy amount. Tax benefit under Sec 80 C is available.
4) Regular Personal Pension Plan:
It is plan, which provides annuity at the retirement age. This plan is a with profit pension
plan suitable for everyone to help provide regular financial security to the family. Plan
takes care of retirement age, return on investment, inflation etc. Tax benefit under Sec 80 C
available.
54
6. Mutual Fund
Considering the changes in Indian demographics (more than 70%of the population below
the age of 35), changes in investment pattern (rising disposable incomes created a huge
potential for investment in Insurance and Mutual Funds), increased competition and
thinning of Interest margins, the Indian Banking Industry had to redesign their bouquet of
products and introduce marketing of third party products like Insurance and Mutual Funds,
to increase fee based income.
To encash on this sentiment, our bank has entered into the Mutual fund distribution
business 5 years back and today we have a successful tie up with 21 fund houses with total
funds invested at around Rs 100 crores.
The Mutual Fund industry currently has 35 Fund houses with 1800 schemes spread across
30 different categories. During this financial year the industry saw 900 new fund
offers(equity, debt, liquid and Fixed Maturity Plans included).The AUM (Asset Under
Management) of the Mutual fund industry closed at Rs 5,67,60 Cr on April 2008.
55
7. BANCS
BANCS stands for Banks ATM Network and Customer Services
We are pleased to inform you that Saraswat Bank has joined the 'BANCS' network
consortium for ATM sharing and has started operations since 15th June 2004.
BANCS currently comprises of 2461 (Two thousand Four Hundred and Sixty One only)
ATM's of 13 member banks including Saraswat Bank. Saraswat Bank has ensured that our
customers can use existing ATM cards in 'BANCS' network for ATM transactions. Please
note that there are no charges levied on customers for BANCS transaction.
PERSONAL
56
Saraswat Co-operative Bank being the No.1 co-operative bank in Asia, our efforts are
always directed towards developing and offering competitive and innovative products and
services.
In the wholesale banking business, the Saraswat Co-operative Bank Ltd. provides a wide
range of products from a traditional term loans to short term products like Bills discounting
under Letter of Credit etc.
The Bank also offers a bouquet of Retail Loan Products such as Vastu Siddhi Home Loan,
Saraswati Education Loan, Car Loan etc. and wide array of Deposit schemes with
customer friendly features and attractive Rate of Interest.
With a view of fulfilling all the needs of the customers under one roof Bank has entered
into tie-ups with various premium institutions, through which we are offering third party
products like Life and non-Life Insurance, Mutual Funds and Demat Services.
The details of these various products and services offered by our Bank are given in the
sections one could click on to.
1. Deposit Schemes
In this section Bank provides information of it's various deposit schemes
Saving Deposit
Elite Saving Account Scheme
Saving for Kids (Cubs Account Scheme)
Janhit Account Scheme
Salary Earners Scheme (Akshay Salary Scheme)
Current Account Scheme
Elite Current Account Scheme
Fixed Deposit
57
Bank offers you a higher interest saving account as you are offered Sweep in
/Sweep out facility wherein excess balance of Rs 10000 would be transferred to a term
deposit in multiple units for 1 year.
Free Personal Accident Insurance Cover of Rs 2.00 Lakhs for the first year to the
Bank conveniently with facilities like Net Banking and Mobile Banking- Check
Never overspend. Shop using your international Visa Debit Card depending on the
Wide ATM usage and get connected to ATM across the world through VISA Debit
Card
Bank provides personalized/non personalized cheque book (50 leaves ) every half
year free.
You can pay your electricity bills, telephone bills through Easy Pay Facility".
58
Starting with a small amount of Rs. 50/-, a CUB Account holder has to save Rs.
Bank does not charge you for non-maintenance of minimum balance for first year.
59
You are eligible if you are a salaried individual up to 55 years of age working with reputed
organization.
Easy Loan up to Rs. 2.00 Lakhs under Multi-purpose Loan Scheme with 0.50%
Any Branch Banking for transfer transactions and also for Cashdeposit/withdrawal
60
In the Finance Bill of 2006, the government had announced Tax benefits to Bank
Term Deposits which are of over 5 year tenure u/s 80C of IT Act, 1961 vide
Notification Number 203/2006 and SO1220 (E) dated 28/07/2006.
Accordingly Bank in order to give its customers maximum benefits, came out with
the Madhukar scheme by which you can
Deposit can be kept in a single name or in joint names .Tax benefit under Sec 80 C
shall be available only to the first holder.
61
Special Features/Facilities
TDS applicable Form 15H/15G required to be submitted for exemption of TDS.
Nominal member of the bank will also be exempted from TDS. If you are exempt from
paying tax, you need to present Form 15H when you open a Fixed Deposit and
subsequently at the beginning of the following financial year.
Charges / Penalty
In case of payment before maturity Interest up to 30 days will be Nil
Above 30 days: 1% less than applicable rate of Interest for the actual period for which
deposit is kept with the Bank.
Account closure:
As above, if payment is before maturity
Current Deposit
Fasten your pace with a current account which offers you out of the world service
experience by combining personalized service with many appropriately priced features.
Our customer friendly staff will not leave any stone unturned to make your experience a
memorable one. Internet Banking, SMS Banking, Mobile banking all will allow you to
Bank from the comfortable confines of your home and office. All our branches are on Core
62
Banking which allows you free transfer of funds from one account to another at any
branch. We also have a tie up with VISA and offer a VISA debit card.
In India, an integral part of the policies formed by the Co-operative movement is focused
on the development of the country, upliftment of poor and propagation of principle which
represents the very socio-cultural ethos of the country. Co-operative movement has
enabled us to develop the economy and to bring social change at large. The success of the
co-operative depends largely on their ability to face the challenges by converting these
challenges into opportunities of growth and development in the fast changing liberalized
economic era. The Indian co-operative movement is so far the largest movement in the
world. In India co-operatives operate in almost all important sectors i.e. agricultural, agroprocessing, fertiliser, marketing, credit, dairies, spinning, handloom and handicrafts, sugar,
fisheries, banking, etc.
63
In India co-operatives have gained popularity because they have proven capabilities to
reach at the grass root level and have strengthen the faith in co-operatives. The area of
operation of some of the co-operatives is limited to village, taluka, district, state or all India
bases. Computerization is a new need of business in co-operatives. Operational efficiency,
customer service, communication & management information system are the four
important parameters to ensure success of business organization. These parameters are
improved to a great extent with the help of computers and information technology (IT) by
The Mumbai District Central Co-operative Bank Limited. Co-operatives are based on the
values of self-help, self-responsibility, democracy, equality, equity and solidarity. The cooperative principles are the guidelines by which co-operatives put their values into
practice. The International Co-operative Alliance (ICA) in its centennial conference held in
Manchester in September 1995 approved and adopted seven basic principles of Cooperation.
primary co-operatives in the concerned district. These banks are playing vital role
particularly in providing financial assistance for agriculture as well as non-agricultural
cooperative sector through member co-operatives. District Central Co-operatives are also
acting as a balancing centre of surplus funds of all primary co-operatives in the district.
This leading District Central Co-op Bank has invested their funds in Govt.Securities,
approved Bond & other securities like NABARD,HUDCO,SBI BONDetc. The total
investment of the Bank as on 31st March 2008 stands at Rs.1409.27 crores in various cooperative and Corporations.
We appeal to all co-operatives and corporations to come forward and avail financial
assistance from our bank for the socio- economic Development of the people in greater
Mumbai and Maharashtra.
ACHIEVEMENTS:
During short span of 35 years this bank has made a tremendous overall progress. Position
at a glance is given below.
Membership 16532
65
SALIENT FEATURES
1.
financial footing.
2.
Central financing agency and balancing centre for surplus funds of all co-operative
Medium Term Loan to Coperative Housing socities for renovation, repairs painting
Loans are available to socities registered under Socities registration Act 1860 for
Industrial activities.
7.
Overdraft facility against Fixed Deposit receipt and National saving certificate
Govt.
8.
All branches are fully computerised and having facility of safe deposit locker in
some branches
66
Less
Sr. No. Type of Deposit
1.
Saving Deposits
2.
Term Deposits
a.
Deposits
for
days
to
14
days
than
Rs.50.00 Rs.50
Lakhs
&
Percentage p.a.
Percentage p.a.
3.50
---
3.50
2.75
b.
3.75
3.00
c.
4.00
3.25
d.
4.50
3.50
e.
5.50
3.75
f.
6.00
5.25
g.
6.75
6.00
h.
7.25
6.25
i.
7.50
6.50
j.
7.75
6.75
67
Lakhs
above
Norms
Quantum of Loan
No.
1. URBAN CO-OP. BANK
A. Cash Credit
Banks in 'A' or 'B' Audit90%
Classification
Rate
Interest
of
non-overdue
ofPeriod
Repayment
1 Year
B.
M.T. Loan
20
30 times of their monthly
Loan Recovery
C.
per
to
monthly
Instalments
requirement.
6 months
instalments.
Deposit.
URBAN CO-OP. CREDIT SOCIETY
Fixed Loan
A+ Audit Classification 5 times of their owned Funds 11.65%
up
to
months
4 times of their owned Funds
up
'A' Audit Classification
to
months
3 times of their owned Funds
up
permission
from
to
months
up
to
months
3.
A.
1 Year
1 Year
1 Year
Fixed Loan
'A'
or
'B'
Classification
Up
to
months
(Primary
Central
69
1 Year
/
18
Consumer)
'A'
B. Hypothecation
or
'B'
Classification
'A'
C. Pledge
or
'B'
Audit
Classification
11%
(Mahila
1 Year
Industrial
Society)
D. M. T. Loan
'A'
or
'B'
Audit
Classification
For
to
Sah.
Society
be
General Mahila
to
repaid
monthly
instalments
5. HOUSING CO-OP. SOCIETIES
A. L.T. Loan
For construction
(Seva
be
hypothecated
by
3 to 7 Years
12%
Machinery or Vehicle
of
purchase
machinery
&
Society)
Up
Per
Years
member
ceiling
to
Rs.20.00 Lacs.
B. M.T. Loan
For
repairs,
renovation,
additionalrepairs
per
of
Rs.1,00,000/-
etc.
repaid
by
half
orceiling
or
construction
quarterly,
C. Fixed Loan
Up
to
Years.
yearly
instalments
Society's legal payments50% of the pending Bills12%
(e.g. Light Bill, WaterReceivable of the member,
Charges, Property Tax,maximum
70
Rs.10.00
lacs
6 months
Workers
Payment
Rain
receipt
of
the
Water,Society)
etc.)
LABOUR CONTRACT CO-OP. SOCIETIES
Clean Cash Credit
'A'
or
'B'
Audit2 times of Owned Funds or12%
Classification
1 Year
of
the
Bills
Receivable.
7. FISHERIES CO-OP. SOCIETIES
A. Clean Cash Credit
For working Capital
B. Production Loan
C. Loan
for
Mechanized
11%
1 Year
27 months
3 to 7 Years
BoatMechanized Boat
M. T. Loan
For
Purchase
of
D.
Classification
"A" or "B"
Classification
to
Owned
3 to 7 Years
11%
Funds12%
or
Vehicle
1 Year
1 Year
3 to 7 Years
A. Industrial
B.
Co-op."A"
or
"B"
Govt.
maximum
op. Societies
Bills
or
Bills
Classification
Govt.
Rs.15.00
Receivable
Bills
C.
Receivable
lacs.
period
should be 90 days.
Audit80% against Govt./ Semi12%
"B"
Bills
Company / Firm
Rs.15.00
Receivable
lacs.
period
period17.50%
Bills
Maximum
1 Year
Receivable
should be 90 days.
Bills
Receivable
Popular
1 Year
90
Day
(3 Months)
Receivable.
Rs.25.00
lacs.
name.
Terms
and
Conditions apply.
Type of Loan
Gold Loan
Quantum of Loan
Period
Repayment
18 Months
ofRate
Interest
12.25%
ofSanction
By
Branch
Manager
Up to Rs.5.00 lacs
70%
to
90%
(Monthly)
(on
condition) of
18 months
13.00%
Valuation
(Quarterly)
72
OR
B) Overdraft Gold Loan
Up to Rs.5.00 lacs 70%
to
2)
Against N.S.C
&
of
valuation.
Up to 80% of face value 1 Year to 3 Years
Branch
for
Manager
maximum
years
period depending
limit
Rs.5.00 due
lacs
date
on
the
of
the
certificate.
12.50%
(Quarterly)
Individual
14.25%
H.O. Loan
Section
(Cash Credit)
(Monthly)
Up to 7 Years
11.75%
whichever is less.
Applicant
has
Collateral
Additional
Loan
give
Security/
Security
Sanctioned
Rs.75000/4)
to
by
to
above
way
of
Section
(including
H.O. Loan
year(Monthly)
Moratorium Period)
A) 50 times of total Salary
B) 3 times of Average
73
income
of Business.
Applicant
has
to
Collateral
Additional
Loan
5)
Security/
Security
Sanctioned
Rs.75000/-
give
by
to
above
way
of
Vehicle Loan
13.50%
Vehicle
H.O. Loan
Section
Ist Instalment:
(Monthly)
For
Rs.1.00
amount
Rs.15.00 lacs.
lac
Principal
Rs.1667/- + Interest
75%
of
the
Cost
applicant
Loan
Total
repaying Rs.2792/-
capacity.
Quantum of Loan
& Rs.1125/-
Period
ofRate
Repayment
forUp to Rs.20.00 lacs as perUp to 15 Years
Interest
11.50%
ofSanction
by
H.O. Loan
Section
EMI:
+
For Rs.1.00 lacs
Stamp Duty + Registration
Loan
Agreement
value
Charges
5 yrs.
- 2200/-
7 yrs.
- 1739/-
10 yrs. - 1406/-
7)
Mortgage
H.O. Loan
Section
74
to
65%
of
14.50%
Ist Instalment
10 Years
Businessmen:
Ist Instalment
Up to Rs.25.00 lacs,
Principal Rs.835/(including
Rs.10.00
lakh
14.50%
required)
Total Rs.2043/Up to 65% of Valuation or
4 times of Average one year
8)
Machinery Mortgage
14.25%
and
H.O. Loan
Section
applicant
repaying capacity.
Applicant
has
Collateral
to
give
Security/
Deed.
Mortgage Loan against Life70% of Surrender Value of36 months
Insurance Policy
Life
Insurance
Policy
75
16%
H.O. Loan
Section
days
Companies
11
of
H.O. Loan
Registered
Section
Maximum
Rs.25.00 lakhs
TOD on Current AccountsMaximum Rs.25000/(Individual)
18%
(on30 days
18%
Branch
condition)
Manager
* On condition Apply.
Sr.
No.
9.
Type of Loan
Norms
Quantum of Loan
Rate
ofPeriod
Interest
Repayment
OVERDRAFT
To
individual
Institutions
F.D. Rate
Up to maturity
date of FDR or
maximum 3 years
whichever
earlier.
76
is
SPECIAL SERVICE:
. Overdraft
Cash Credit
Recurring Deposit
Customers other than these are not covered under ABB.
Term Deposit
Term Loan
Account Opening & Closing can not be done through ABB.
5. Following services are available to customers:1) Cash Deposit 2) Cash Withdrawal 3) Fund Transfer 4) Stop payment Instruction 5)
Balance Enquiry 6) Cheque status enquiry 7) Statement of account.
6. In case of third party payment for Society signature of the Payee must be authorized by
office bearers of the Society on the reverse side of the Cheque.
7. Customers must enter proper Account number & Branch Code while depositing Cash /
operations through ABB. Bank is not responsible for any wrong credits arising out of this.
8. Any Branch Banking is based on Leased Line Connectivity & Bank is not responsible
for failures, delays in offering ABB services to Customers as this connectivity can be
disconnected due to Technical failure or Natural & manmade calamities.
9. In case of stop payment instructions made through ABB, Bank is not responsible for
payment of cheque as the updation of these instructions may be delayed for technical
reasons; customer has to take proper precautions. Bank is also not responsible for lost
cheque.
10. If any customer doesnt want to avail this facility, customer can contact Branch
Manager.
78
as on
31.03.2009. The growth rate of the bank compares well with that of others in the sector.
79
The Bank has maintained a steady growth. The bank has been paying dividend @ 15% to
its members which is maximum permissible as per the MCS Act.
The Bank has launched different loan schemes tailor-made to suit the needs of various
customers. The schemes aim at providing loans for purchase or construction of residential
premises, repair/renovation of house property, purchase of car, seeking higher education
and for purchase of household consumer durable. One of the loan schemes, viz. "Udyog
Vikas Yojana" is specially designed for the benefit of small entrepreneurs and
businessmen. The procedure for sanctioning of loans under the schemes has been
simplified and relaxed with a view to attract new customers and facilitating speedy
sanction of loans. The Bank has total 81 branches including a Mobile Bank at Navi
Mumbai. Bank is committed to spread network of branches throughout the State and
provide much needed banking services to the population, which has been deprived of the
banking facilities.
A Network of 80 branches all over Mumbai, Navi Mumbai, Pune, Raigad, Sindhudurg,
Nashik & Thane Districts in Maharashtra state , Udupi & Manglore Districts in Karnataka
State and Vadodara & Ahmedabad Districts in Gujarat state.
Innovative Banking is another area of operation that Abhyudaya is currently focusing on
for a sustainable long term growth. The Bank has always endeavored for providing
satisfactory customer service the help of the latest technology. The Bank has provided fully
computerized services to its valued clients. Bank is offering 11 Hours fully computerized
services and 7 days working at 15 branches and 24 hours ATM service at 52 branches.
80
TeleBanking
Fax on demand
Lockers
81
The Real Time Gross Settlement (RTGS) System aims to do what e-mail did for the post
card. Instead of sending instructions for payments through cheques, with Real Time Gross
Settlement System banks can route payments through on-line messages to RBIs RTGS
Payment Gateway. As electronic messages move instantaneously the transactions can be
concluded immediately unlike in the case of cheque clearing. In RTGS environment the
payer has to inform his bank to debit his account and credit the payees account with an
equivalent amount. With RTGS, money would move faster and transactions would be
settled in a matter of minutes and the payee would have funds in his account within a
maximum time-frame of two hours of the settlement.
system of Reserve Bank of India which provides online settlement between participating
Banks continuously throughout the day. Using RTGS Customers of the Bank can make
payment to the beneficiarys account in another Bank.
RTGS facilitate the funds transfer across the Banks and Branches. At present 95 Banks
and 1435 Branches are under RTGS system. Under RTGS system Inter Bank transactions
and Customer Transactions has been enabled by the Reserve Bank of India.
Customer Transaction can be outward or inward remittances i.e. Funds can be transferred
by or received by the Customer under RTGS system. The unique feature of the system is
unlike other clearing system in RTGS Funds can be transferred or received Just In Time
i.e. within 2 hours of instructions so given that to at cost less than draft charges.
For sending the funds through the RTGS all you have to do is fill & sign the Funds
Transfer Instruction Form ( available at Branches ) along with all the necessary details,
such as Name of the beneficiary, Name of the Bank and Branch, A/c No. and IFSC Code
of the beneficiarys Bank. For receipt of the funds you need to give the IFSC Code of our
Bank & Branch to the remitter of the funds. After the instructions are received in
82
prescribed form, duly signed in we will remit the funds through RTGS and within 2 hours
funds will be credited to beneficiarys account.
INSURANCE:
Abhyudaya Bank - Now Corporate Agent of LIC of India
Our bank has taken Corporate Agency of Life Insurance Corporation of India, a prestigious
insurance company in India. The different policies offered by LIC of India are now
available through different branches of our Bank. All interested parties may contact to their
nearest branch or Insurance Dept., HO for insurance advise.
For
communication and money transfer purpose it will be using SWIFT / RTGS/ ECS / NEFT
to provide efficient and prompt service to all its users.
83
LOAN SCHEMES:
Personal loan
Housing loan
Educational loan
Mortgage loan
Vehicle loan
Women entrepreneurs
DEPOSITE SCHEMES:
84
Neither
satisfied
Satisfied
nor
Very
satisfied
dissatisfied
The friendliness
of the staff?
The cleanliness
of the facility?
The selection of
services that are
available?
The accessibility
of the facility?
The value vs
pricing of the
services?
The speed of the
service?
Which of the following services do you use?
Automatic Teller
Checking
Debit/Credit Card
Direct Deposit
Education Account
Insurance
Internet/Online
Investment
Loan Services
Services
Retirement Account
Management
Savings
Travel
Club
Account
3.Is your bank is providing the advanced services like ATM, fast cash, zero balance a/c, E
banking mobile banking etc ?
YES
NO
85
Good
Satisfactory
FINDINGS:
On the basis of survey taken of 10 customers of each bank I could make out following
findings:
(1)ATM service which is essential service considered in todays competitive world, is lack
by Mumbai bank, where as Saraswat bank and Abhyudaya bank are providing ATM
service to their customers.
86
(2) In branches wise comparison Saraswat bank is standing 1st with 153 branches followed
by Abhyudaya bank with 82 branches and then Mumbai bank with 44 branches and 22
extension counters.
This ultimately results into greater accessibility of branches to its customers in case of
Saraswat bank.
(3) Loan procedure is easy n faster of Saraswat bank & Abhyudaya bank in compare to
Mumbai bank. Mumbai banks loan service is restricted within the city.
(4) Higher customer service has been measured highly in Saraswat bank.
(5)Promotional strategies are better in case of Saraswat bank in compare to other 2 banks.
This is resulted into more no. of customers.
(6)Customers with low cost deposit accounts are excess in case of Mumbai bank.
(7)Customer employee relation is differing from branch to branch in all 3 banks.
60%
abhyudaya bank
40%
m um bai bank
20%
0%
87
technological factors which have tipped the information advantage in the banks favour,
make it timely to promote Co-operative values under the banner of customer advocacy.
In order to tackle the challenges inherent to the co-operative model and ensure that these
values are delivered, co-operative management need to address five issues:
1. Execution ensure you at least match industry norms on growth and efficiency
2. Membership expand beyond self-imposed boundaries to make membership as catholic
as possible
3. Capitalisation ensure discipline in managing the capital base and in particular overcapitalisation
4. Governance define common approaches as a target operating model for co-operatives
that reinforce the performance and regulatory comfort with the co-operative model
5. Expansion create methods for expanding the co-operative model to new markets and
banks.
Overall, the mantra should be commercial delivery of co-operative values. The cooperative model brings an inherent agency problem which many have overcome to lead the
industry on growth and efficiency. Those that have not managed this problem need to
improve their performance so as not to tarnish the co-operative model as a whole.
4. Websites :
www.google.com
www.saraswatbank.com
www.abhyudayabank.co.in
www.mumbaidistrictbank.com
89