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Efficient cash management processes are pre-requisites to
execute payments, collect receivables and manage liquidity.
Managing the channels of collections, payments and
accounting information efficiently becomes imperative with
growth in business transaction volumes. This includes
enabling greater connectivity to internal corporate systems,
expanding the scope of cash management services to include
͞full-cycle͟ processes (i.e., from purchase order to
reconciliation) via ecommerce, or cash management services
targeted at the needs of specific customer segments. Cost
optimization and value-add services are customer demands
that necessitate the creation of a mechanism to service the
various customer groups.
Banks are increasingly becoming innovative and anticipating
the needs of corporates towards standardization, ERP
integration, reconciliation, real-time reporting, providing an
end-to-end view of cash management value chain besides
offering the ability to reach and be reached by their own
customers.

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The Reserve Bank of India (RBI) has placed an emphasis on
upgrading technological infrastructure. Electronic banking,
cheque imaging, enterprise resource planning (ERP), real
time gross settlement (RTGS) are just few of the new
initiatives.
The evolution of payment systems such as RTGS has posed
some tough challenges for cash management providers. It is
important that banks now look towards a shift to fees from
float although all those cash management providers who
have factored in float money in their product pricing might
take a hit. But of course there are opportunities also
attached like collection and disbursal of payments on-line
across the banks.
There are a number of regulatory and policy changes that
have facilitated an efficient cash management system (CMS).
Fox example, the Enactment of Information Technology Act
gives legal recognition to electronic records and digital
signatures. The establishment of the Clearing Corporation of
India in order to establish a safe institutional structure for the
clearing and settlement of trades in foreign exchange (FX),
money and debt markets has indeed helped the
development of financial infrastructure in terms of clearing
and settlement. Other innovations that have supported in
streamlining the process are:
Introduction of the Centralised Funds Management Service
to facilitate better management of fund flows.
Structured Financial Messaging Solution, a communication
protocol for intra-bank and interbank messages.
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Balancing a chequebook for a very large business can be
quite a difficult process. Banks have developed a system to
overcome this issue. They allow companies to upload a list of
all the cheques whereby at the end of the month, the bank
statement will show not only the cleared cheques but also
uncleared ones.


  
An effective anti-fraud measure for cheque disbursements.
Using the cheque issuance data, updated regularly with
cheque issuance and payment, the bank balances all cheques
offered for payment. In the case of any discrepancies, the
cheque is reported as an exception and is returned.
    

  

Balance reporting provides help in procuring a company's

current banking information from its accounts. With this
service the banks can offer almost all types of transaction-
specific details on activities related to payment like deposits,
cheques, wire transfers etc. It also helps in an effective and
efficient management of regular cash flow.



Facilitates the cash improvement where, instead of being
delivered to business address, customer payments are
delivered to a special post office (PO) box. It is only the
customers' payments that are delivered in the PO box and
the company's own bank collects the amount and delivers
them to the banks of the customers. The bank of the
customers opens and processes the payments for direct
deposit to the bank account. Lockbox contents regularly
removed and processed.

Capital structure:
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2009 2010 Equity Share 500.00 405.17 405174119 10 405.17
2008 2009 Equity Share 500.00 359.01 359005118 10 359.01
2007 2008 Equity Share 500.00 357.71 357709669 10 357.71
2006 2007 Equity Share 300.00 281.63 281630787 10 281.63
2005 2006 Equity Share 300.00 278.69 278690727 10 278.69
2004 2005 Equity Share 300.00 273.80 273796444 10 273.80
2003 2004 Equity Share 300.00 231.58 231580570 10 231.58
2002 2003 Equity Share 300.00 230.19 230185579 10 230.19
2001 2002 Equity Share 230.00 191.81 191812870 10 191.81
2000 2001 Equity Share 230.00 131.90 131903170 10 131.90
1998 2000 Equity Share 230.00 131.90 131903170 10 131.90
1997 1998 Equity Share 300.00 115.00 115000070 10 115.00
1994 1995 Equity Share 300.00 115.00 115000070 10 115.00

Promoters and capital structure

At present the bank is promoted jointly by the Administrator of the
Specified Undertaking of the Unit Trust of India (UTI-I), Life
Insurance Corporation of India (LIC), General Insurance Corporation
of India (GIC) and other four PSU insurance companies, i.e.National
Insurance Company Ltd, The New India Assurance Company Ltd,
The Oriental Insurance Company Ltd and United India Insurance
Company Ltd.

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The above graph represents Credit ʹ deposits ratio of
axis bank constantly increasing from fiscal year FY05-
FY10...This shows how the bank grows year to year...

Submitted by:
Yv santoshkumar
Rollno:39
Pgp/iipm/fw 2010-2012