1.

1 THE CONCEPT

The meaning of the bank can be understood only by its function just as a tree

is known by its fruits. As any other subject, it has its own origin, growth and

development. The word bank is traced from the German word Banck which

means, heap or mound or joint stock fund. Most of the people have the opinion that

1
the word bank is derived from the French word bancus of banque that means a

bench. Initially, the bankers, the Jews in Lombardy, transacted their business on

benches in the market place and the bench resembled the banking counter. If a banker

failed, his banque (bench) was broken up by the people; hence the word

2
bankrupt has come. Hence, a bank is known as an institution that deals with money

and credit. Different people understand the meaning of a bank in different ways. For a

common man, bank means a storehouse where money is stored; for a businessman, it

is a financial institution and for a day to day customer, it is an institution where he can

deposit his savings. In reality banks are service organization selling financial services.

Banks play an important role in the economy of any country as they hold the

savings of the public provide means of payment for goods and services and too

provide necessary finance for the development of business and trade. Thus, bank is a

link in the flow of funds from savers to the users. Thus, bank is an intermediary that

handles other peoples money both for the advantages and to its own profits. But bank

is not merely a trader in money but also an important manufacturer of money. More

systematically, it is also

1. Bancus Alternative of bank

2. Bankrupt A person who has lost all his money, wealth or financial resources.

1
understood that a bank is a factory of credit. When we go through the definitions of

bank, this literal meaning explores as discussed above.

Crowther defines a bank as, one that collects money from those who have it

to spare or who are saving it out of their income and lends the money so collected to

those who require it. According to Section f(1) (b), Banking means accepting for

the purpose of lending of investment, of deposit of money from the public, repayable

on demand or otherwise and withdraw able by cheques, draft, order or otherwise.

According to Prof. Sayers, A Bank is an institution whose debts are widely

accepted in settlement of other peoples debts to each other. In this definition Sayers

has emphasized the transactions from debts which are raised by financial institutions.

According to the Indian Banking Company Act 1949, A banking company means

any company which transacts the business of banking. Banking means accepting for

the purpose of lending of investment of deposits of money from the public, payable

on demand or other wise and withdraw able by cheque, draft or otherwise.

Hence, it is evident from the foregone discussion that bank is an organization, usually

a corporation, chartered by a state or federal government, which does mostly

performing the activities of or all of the following: receives demand deposits and time

deposits, honors instruments drawn on them, and pays interest on them; discounts

notes, makes loans, and invests in securities; collects check drafts, and notes; certifies

depositors cheques; and issues drafts and cashiers cheques.

2
1.2 FUNCTIONS OF A BANK

Functioning of a Bank is among the more complicated of corporate operations

as it involves in dealing directly with money. It is due to such reason the governments

in most countries regulate this sector very stringently. Banks essentially perform

various functions which can be derived from the definition and viewed solely from

the point of view of customers. Hence, the functions may range from accepting

deposits, lending and all other activities (see figure I for details).

Figure I

Source: Google search

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1.2.1 Accepting Deposits

The most significant and traditional function of commercial bank is

accepting deposit from the public. In case of current deposits, no interest is

paid by the bank but the depositor can withdraw his money anytime he likes

without notice. Savings deposits are paid a small rate of interest and the bank

imposes certain restrictions on the withdrawal of money. Fixed deposits are

made by the persons who have idle money with them. They can withdraw their

money only after the expiry of the fixed period of time. These deposits carry

the highest rate of interest that depends on the period for which the money is

deposited.

1.2.2 Providing Loans

Banks provide loans against approved securities to the public and

companies. Loans can be granted in the form of cash credit, short-term loan,

overdraft, discounting of bills and demand loans. Under cash credit system,

borrower is sanctioned a credit limit up to which he can borrow from the bank.

The interest is calculated on the amount actually withdrawn. Short-term loans

are given as personal loans against some security. The interest is payable on

the entire sum of loan granted. In case of overdraft, a person is allowed to

overdraw his current account to a certain limit as specified by the bank. The

interest is paid on the amount outstanding against his balance and not on the

amount of loan sanctioned. A bill of exchange s drawn by a creditor on the

debtor specifying the amount of debt and the date on which it is payable.

Before the maturity of the bill, a debtor can get it discounted from the bank

paying a very small interest.

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1.2.3 Credit Creation

A bank can be called the factory or the manufacturer of the credit. In

the process of accepting and depositing money, banks multiply credit in the

economy. It depends on cash reserve ratio.

1.2.4 Transfer of Funds

Commercial banks can transfer funds of a customer to other

customers accounts in the same or the different bank through cheques, drafts,

mail transfers, telegraphic transfers etc.

1.2.5 Agency Functions

a) Collection of bills, drafts etc.

b) Collection of interest, dividends etc. on the behalf of the customers.

c) Payment of interests, installment of loans, insurance premium etc.

d) Purchase and sale of securities.

e) Banks also executes the will of their customers after their deaths.

1.2.6 Other Functions

a) Payment of credit letters and travelers cheques, gift cheques, bank draft

etc.

b) Banks also provide locker services for the valuable securities of their

customers and charge a very nominal fee.

c) Banks also deals in foreign exchange. Such banks are usually called

foreign exchange banks.

5
 There are various other functions that the bank performs but they cannot be

cited here as some of the functions differ from bank to bank. For example, some

banks provide the facility of credit cards and online banking whereas many other do

not. These are some of the modern functions of the bank. Commercial banks are the

backbone of any economy. Be it India or America, Industries and agriculture flourish

due to these banks. These banks mobilize the savings of people that results in capital

formation.

1.3 PRODUCTS OFFERED BY BANKS

A Product can be defined as the bundle of utilities consisting of various

product features accompanying services. In view of several developments in the

1990s, the entire banking products structure has undergone a major change. As

part of the economic reforms, banking industry has been deregulated and made

competitive. New players have added to the competition. IT revolution has made

it possible to provide ease and flexibility in operations to customers. Rapid

strides in information technology have, in fact, redefined the role and structure

of banking in India. Bank services are viewed with not just think that are created

with value but they are seen in terms of satisfaction they are derived. Hence,

bank account is seen in term of customer satisfaction such as safety, convenience

of paying dues, keeping records, status, transferring funds etc.

1.3.1 Types of Deposits

1. Current Deposits

Also called demand deposit, current deposit can be withdrawn by

the depositor at any time by cheques. Businessmen generally open current

6
 accounts with banks. Current accounts do not carry any interest as the amount

deposited in these accounts is repayable on demand without any restriction.

The Reserve bank of India prohibits payment of interest on current accounts or

on deposits up to 14 Days or less except where prior sanction has been

obtained. Banks usually charge a small amount known as incidental charges

on current deposits accounts depending on the number of transaction.

2. Savings Deposit/Savings Bank Accounts

Savings deposit account is meant for individuals who wish to deposit

small amounts out of their current income. It helps in safe guarding their

future and also earning interest on the savings. A saving account can be

opened with or without cheque book facility. There are restrictions on the

withdrawals from this account. Savings account holders are also allowed to

deposit cheques, drafts, dividend warrants etc. drawn in their favor for

collection by the bank. To open a saving account, it is necessary for the

depositor to be introduced by a person having a current or savings account

with the same bank.

3. Fixed Deposit

The term Fixed deposit means deposit repayable after the expiry of a

specified period. Since it is repayable only after a fixed period of time, which is to be

determined at the time of opening of the account, it is also known as time deposit.

Fixed deposits are most useful for a commercial bank. Since they are repayable only

after a fixed period, the bank may invest these funds more profitably by lending at

higher rates of interest and for relatively longer periods. The rate of interest on fixed

deposits depends upon the period of deposits. The longer the period, the higher is the

7
 rate of interest offered. The rate of interest to be allowed on fixed deposits is governed

by rules laid down by the Reserve Bank of India.

4. Recurring Deposits

Recurring Deposits are gaining wide popularity these days. Under this

type of deposit, the depositor is required to deposit a fixed amount of money

every month for a specific period of time.

Each installment may vary from Rs. 5/- to Rs. 500/- or more per month and

the period of account may vary from 12 months to 10 years. After the

completion of the specified period, the customer gets back all his deposits

along with the cumulative interest accrued on the deposits.

4. Miscellaneous Deposits

Banks have introduced several deposit schemes to attract deposits

from different types of people, like home construction deposit scheme,

sickness benefit deposit scheme, children gift plan, old age pension scheme,

mine deposit scheme, etc.

1.3.2 Types of Loans

1. Cash Credit

A cash credit is an arrangement whereby the bank agrees to lend

money to the borrower up to a certain limit. The bank puts this amount of

money to the credit of the borrower. The borrower draws the money as and

when he needs. Interest is charged only on the amount actually drawn and not

on the amount placed to the credit of borrowers account. Cash credit is

8
 generally granted on a bond of credit or certain other securities. This is a very

popular method of lending in our country.

2. Loans

A specified amount sanctioned by a bank to the customer is called a loan . It is

granted for a fixed period say six months or a year. The specified amount is put on the

credit of the borrowers account. He can withdraw this amount in lump sum or can

draw cheques against this sum for any amount. Interest is charged on the full amount

even if the borrower does not utilize it. The rate of interest is lower on loans in

comparison to cash credit. A loan is generally granted against the security of property

or personal security. The loan may be repaid in lump sum or in installments. Every

bank has its own procedure of granting loans. Hence a bank is at liberty to grant loan

depending on its own resources.

The loan can be granted as:

a) Demand loan

b) Term loan

a) Demand Loan: Demand loan is repayable on demand. In other words it is

repayable at short notice. The entire amount of demand loan is disbursed

at one time and the borrower has to pay interest on it. The borrower can

repay the loan either in lump sum (one time) or as agreed with the bank.

Loans are normally granted by the bank against tangible securities

including securities like N.S.C., Kissan Vikas Patra, Life Insurance

policies and U.T.I. Certificates.

b) Term Loans: Medium and long term loans are called Term loans. Term loans

are granted for more than one year and repayment of such loans is

9
 spread over a longer period. The repayment is generally made in suitable

installments of fixed amount. These loans are repayable over a period of 5

years and maximum up to 15 years. Term loan is required for the purpose of

setting up of new business activity, renovation, modernization,

expansion/extension of existing units, purchase of plant and machinery,

vehicles, land for setting up a factory, construction of factory building or

purchase of other immovable assets. These loans are generally secured against

the mortgage of land, plant and machinery, building and other securities. The

normal rate of interest charged for such loans is generally quite high.

3. Bank Overdraft

Overdraft facility is more or less similar to cash credit facility.

Overdraft facility is the result of an agreement with the bank by which a

current account holder is allowed to withdraw a specified amount over the

above the credit balance in his/her account. It is a short-term facility. This

facility is made available to current account holders who operate their account

through cheques. The customer is permitted to withdraw the amount as and

when he/she needs it and to repay it through deposits in his account as and

when it is convenient to him/her. Overdraft facility is generally granted by

bank on the basis of a written request by the customer. Sometimes, banks also

insist on either a promissory note from the borrower or personal security to

ensure safety of funds. Interest is charged on actual amount withdrawn by the

customer. The interest rate on overdraft is higher than that of the rate on loan.

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4. Discounting of Bills

Apart from granting cash credit, loans and overdraft, banks also grant financial

assistance to customers by discounting bills of exchange. Banks purchase the bills at

face value minus interest at current rate of interest for the period of the bill. This is

known as discounting of bills. Bills of exchange are negotiable instruments and

enable the debtors to discharge their obligations towards their creditors. Such bills of

exchange arise out of commercial transactions both in internal trade and external

trade. By discounting these bills before they are due for a nominal amount, the banks

help the business community. Of course, the banks recover the full amount of these

bills from the persons liable to make payment.

5. Housing Finance

Now-a-days, the commercial are banks competing among themselves

in providing housing loans to their customers. It is mainly to increase housing

facilities in the country. Indian Government has encouraged all the

commercial banks to provide housing loans. As the borrowers of housing loan

get income tax exemption on interest paid, there is demand for such type of

deal.

6. Education Loan Scheme

This is the scheme launched by RBI in 1999 august. This scheme

provides the facility for the full time graduate or Post-graduate students

offering professional course in private colleges. The student is supposed to

receive Rs. 15000/- loan if the seat is free and for the paid seat Rs. 50000/-with

interest @12% P.A. The family income of the student should not be

11
 more than Rs. 100000/- P.A. The student is supposed to repay it within five

years from the date of completion of his studies.

7. Loan against securities/Saving Certificates

Commercial banks provide loan against securities, shares, saving

certificates such as fixed deposit. Usually loan is given up to 50% against such

securities. The loan may be obtained for personal or business use.

1.4 HISTORY OF BANK IN INDIA

Without a sound and effective banking system in India it cannot have a healthy

economy. The banking system of India should not only be hassle free but it should be

able to meet new challenges posed by the technology and any other external and

internal factors. The Governments regular policy for Indian bank since 1969 has paid

rich dividends with the nationalization of 14 major private banks of India. The first

bank in India, though conservative, was established in 1786. From 1786 till today, the

journey of Indian Banking System can be segregated into three distinct phases. They

are as mentioned below:

Early phase from 1786 to 1969 of Indian Banks

Nationalization of Indian Banks and up to 1991 prior to Indian banking

sector Reforms.

New phase of Indian Banking System with the advent of Indian

Financial and Banking Sector Reforms after 1991.

To make this write-up more explanatory, I prefix the scenario as Phase

I, Phase II and Phase III.

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1.4.1 Phase I

The General Bank of India was set up in the year 1786. Next came Bank of

Hindustan and Bengal Bank. The East India Company established Bank of Bengal

(1809), Bank of Bombay (1840) and Bank of Madras (1843) as independent units and

called it Presidency Banks. These three banks were amalgamated in 1920 and

Imperial Bank of India was established which started as private shareholders banks,

mostly Europeans shareholders. In 1865 Allahabad Bank was established and first

time exclusively by Indians, Punjab National Bank Ltd. was set up in 1894 with

headquarters at Lahore. Between 1906 and 1913, Bank of India, Central Bank of

India, Bank of Baroda, Canara Bank, Indian Bank, and Bank of Mysore were set up.

Reserve Bank of India came in 1935. During the first phase the growth was very slow

and banks also experienced periodic failures between 1913 and 1948. There were

approximately 1100 banks, mostly small to streamline the functioning and activities

of commercial banks, the Government of India came up with the Banking Companies

Act, 1949 which was later changed to Banking Regulation Act 1949 as per amending

Act of 1965 (Act No. 23 of 1965). Reserve Bank of India was vested with extensive

powers for the supervision of banking in India as the Central Banking Authority.

1.4.2 Phase II

Government took major steps in this Indian Banking Sector Reform after

independence. In 1955, it nationalized Imperial Bank of India with extensive banking

facilities on a large scale especially in rural and semi-urban areas. It formed State

Bank of India to act as the principal agent of RBI and to handle banking transactions

of the Union and State Governments all over the country.

Seven banks forming subsidiary of State Bank of India was nationalized in 1960on
th
19 July, 1969, major process of nationalization was carried out. It was the effort of

13
the then Prime Minister of India, Mrs. Indira Gandhi. 14 major commercial banks in

the country was nationalized. Second phase of nationalization Indian Banking Sector

Reform was carried out in 1980 with seven more banks. This step brought 80% of the

banking segment in India under Government ownership.

The following are the steps taken by the Government of India to Regulate Banking

Institutions in the country:

1949: Enactment of Banking Regulation Act.

1955: Nationalization of State Bank of India

1959: Nationalization of SBI subsidiaries.

1961: Insurance cover extended to deposits.

1969: Nationalization of 14 major banks.

1971: Creation of Credit guarantee corporation

1975: Creation of regional rural banks.

1980: Nationalization of seven banks with deposits over 200 crores.

After the nationalization of banks, the branches of the public sector bank India rose to

approximately 800% in deposits and advances took a huge jump by 11,000%.

1.4.3 Phase III

This phase has introduced many more products and facilities in the banking

sector in its reforms measure. In 1991, under the chairmanship of M. Narasimham, a

committee was set up by his name which worked for the liberalization of banking

practices the country is flooded with foreign banks and their ATM stations. Efforts

14
are being put to give a satisfactory service to customers. Phone banking and net

banking is introduced. The entire system became more convenient and swift. Time is

given more importance than money. The financial system of India has shown a great

deal of resilience. It is sheltered from any crisis triggered by any external

macroeconomics shock as other East Asian Countries suffered. This is all due to a

flexible exchange rate regime the foreign reserves are high, the capital account is not

yet fully convertible, and banks and their customers have limited foreign exchange

exposure.

1.5 STRUCTURE OF INDIAN BANKING SYSTEM

The banking sector in India comprises of banks, big and small, Public and

Private, old and new, viable non-viable. There are wide diversities in their sizes,

organizational patterns, geographical presence and functional specialization. Indian

Commercial banks operate both in urban and rural areas. There are regional rural

banks operating only in rural areas. The new area banks function only in the rural and

semi-urban areas. The foreign banks function in cities and ports (see figure 2 for

broad classification of Indian Banks)

Figure II

Structure of Indian Banking System

Source: Google images

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1.5.1 The RBI

The RBI is the supreme monetary and banking authority in the country and

has the responsibility to control the banking system in the country. It keeps the

reserves of all the scheduled banks and hence is known as the Reserve Bank

1.5.2 Public Sector Banks

Public sector banks are the ones in which the government has a major holding.

They are divided into two groups i.e. Nationalized Banks and State Bank of India and

its associates. Among them, there are 19 nationalized banks and 8 State Bank of India

associates. Public Sector Banks dominate 75% of deposits and 71% of advances in the

banking industry. Public Sector Banks dominate commercial banking in India. These

can be further classified into:

o State Bank of India and its Associates (8)

o State Bank of India

o State Bank of Bikaner & Jaipur

o State Bank of Hyderabad

o State Bank of Indore

o State Bank of Mysore

o State Bank of Patiala

o State Bank of Saurastra

o State Bank of Travancore

o Nationalized Banks (19)

o Allahabad Bank

o Andhra Bank

o Bank of Baroda

16
 o Bank of India

o Bank of Maharashtra

o Canara Bank

o Central Bank of India

o Corporation Bank

o Dena Bank

o Indian Bank

o Indian Overseas Bank

o Oriental Bank of Commerce

o Punjab & Sind Bank

o Punjab National Bank

o Syndicate Bank

o UCO Bank

o Union Bank of India

o United Bank of India

o Vijaya Bank

Regional Rural Banks Sponsored by Public Sector Banks (83)

LIST OF 83 REGIONAL RURAL BANKS

The figure in the brackets indicates the number of branches of that bank

Name of Sponsor
S. No Name of RRB State
Bank

ANDHRAPRAGATHI SYNDICATE
1 ANDHRA PRADESH
GRAMEENA BANK BANK

17
 ANDHRA PRADESH
STATE BANK OF
2 GRAMEENA VIKAS ANDHRA PRADESH
INDIA
BANK

CHAITANYA
ANDHRA PRADESH
3 GODAVARI ANDHRA BANK
(5)
GRAMEENA BANK

DECCAN GRAMEENA STATE BANK OF

4 ANDHRA PRADESH
BANK HYDERABAD

SAPTAGIRI
5 INDIAN BANK ANDHRA PRADESH
GRAMEENA BANK

ARUNACHAL
STATE BANK OF ARUNACHAL
6 PRADESH RURAL
INDIA PRADESH
BANK

LANGPI DEHANGI STATE BANK OF

7 ASSAM
RURAL BANK INDIA

ASSAM GRAMIN UNITED BANK OF

8 ASSAM
VIKASH BANK INDIA

UTTAR BIHAR CENTRAL BANK

9 BIHAR
GRAMIN BANK OF INDIA

MADHYA BIHAR PUNJAB

10 BIHAR
GRAMIN BANK NATIONAL BANK

SAMASTIPUR
STATE BANK OF
11 KSHETRIYA GRAMIN BIHAR
INDIA
BANK

18
 BIHARKSHETRIYA
12 UCO BANK BIHAR
GRAMIN BANK

SURGUJA KSHETRIYA CENTRAL BANK

13 CHATTIS-GARH
GRAMIN BANK OF INDIA

DURG RAJNANDGAON
14 DENA BANK CHATTIS-GARH
GRAMIN BANK

CHHATTISGARH STATE BANK OF

15 CHATTIS-GARH
GRAMIN BANK INDIA

BARODA GUJARAT BANK OF

16 GUJARAT
GRAMIN BANK BARODA

DENA GUJARAT
17 DENA BANK GUJURAT
GRAMIN BANK

SAURASHTRA STATE BANK OF

18 GUJARAT
GRAMIN BANK INDIA

HARYANA GRAMIN PUNJAB

19 HARYANA
BANK NATIONAL BANK

GURGAON GRAMIN SYNDICATE

20 HARYANA
BANK BANK

HIMACHAL GRAMIN PUNJAB HIMACHAL

21
BANK NATIONAL BANK PRADESH

PARVATIYA GRAMIN STATE BANK OF HIMACHAL

22
BANK CHAMBA INDIA PRADESH

19
ELLAQUAI DEHATI STATE BANK OF
23 JAMMU & KASHMIR
BANK INDIA

24 J&K GRAMEEN BANK J&K BANK LTD JAMMU & KASHMIR

JHARKHAND GRAMIN
25 BANK OF INDIA JHARKHAND
BANK

VANANCHAL GRAMIN STATE BANK OF

26 JHARKHAND
BANK INDIA

PRAGATHI GRAMIN
27 CANARA BANK KARNATAKA
BANK

CHIKMAGALUR
CORPORATION
28 KODAGU GRAMEENA KARNATAKA
BANK
BANK

KRISHNA GRAMEENA STATE BANK OF

29 KARNATAKA
BANK INDIA

CAUVERY
STATE BANK OF
30 KALPATHARU KARNATAKA
MYSORE
GRAMEENA BANK

KARNATAKAVIKAS SYNDICATE
31 KARNATAKA
GRAMEENA BANK BANK

VISVESHVARAYA
32 VIJAYA BANK KARNATAKA
GRAMEENA BANK

SOUTH MALABAR
33 CANARA BANK KERALA
GRAMIN BANK

20
NORTH MALABAR SYNDICATE
34 KERALA
 GRAMIN BANK BANK

JHABUA-DHAR
BANK OF
35 KSHETRIYA GRAMIN MADHYA PRADESH
BARODA
BANK

MADHYA BHARATH STATE BANK OF

36 MADHYA PRADESH
GRAMIN BANK INDIA

MAHAKAUSHAL

37 KSHETRIYA GRAMIN UCO BANK MADHYA PRADESH

BANK

NARMADA-MALWA
38 BANK OF INDIA MADHYA PRADESH
GRAMIN BANK

REWA-SIDHI GRAMIN UNION BANK OF

39 MADHYA PRADESH
BANK INDIA

SATPURA NARMADA
CENTRAL BANK
40 KSHETRIYA GRAMIN MADHYA PRADESH
OF INDIA
BANK

SHARDA GRAMIN ALLAHABAD MADHYA PRADESH

41
BANK BANK (8)

VIDISHA-BHOPAL
STATE BANK OF
42 KSHETRIYA GRAMIN MADHYA PRADESH
INDORE
BANK

21
MAHARASHTRA BANK OF
43 MAHARASHTRA(3)
GRAMIN BANK MAHARASHTRA
 VIDARBHA
CENTRAL BANK
44 KSHETRIYA GRAMIN MAHARASHTRA
OF INDIA
BANK

WAINGANGA
BANK OF
45 KRISHNA GRAMIN MAHARASHTRA
MAHARASHTRA
BANK

MANIPUR RURAL UNITED BANK OF

46 MANIPUR (1)
BANK INDIA

MEGHALAYA RURAL STATE BANK OF

47 MEGHALAYA
BANK INDIA

MIZORAM RURAL STATE BANK OF

48 MIZORAM
BANK INDIA

NAGALAND RURAL STATE BANK OF

49 NAGALAND
BANK INDIA

BAITARANI GRAMYA
50 BANK OF INDIA ORISSA
BANK

KALINGA GRAMYA
51 UCO BANK ORISSA
BANK

NEELACHAL GRAMYA INDIAN

52 ORISSA
BANK OVERSEAS BANK

RUSHIKULYA
53 ANDHRA BANK ORISSA (5)
GRAMYA BANK

22
UTKAL GRAMYA STATE BANK OF
54 ORISSA
BANK INDIA
 PUDUVAI

55 BHARATHIAR GRAMA INDIAN BANK PUDUCHERRY(1)

BANK

SUTLEJ GRAMIN PUNJAB & SIND

56
BANK BANK

MALWA GRAMIN STATE BANK OF

57 PUNJAB
BANK PATIALA

PUNJAB GRAMIN PUNJAB

58 PUNJAB
BANK NATIONAL BANK

BARODA RAJASTHAN BANK OF

59 RAJASTHAN (6)
GRAMIN BANK BARODA

HADOTI KSHETRIYA CENTRAL BANK

60 RAJASTHAN
GRAMIN BANK OF INDIA

JAIPUR THAR GRAMIN

61 UCO BANK RAJASTHAN
BANK

MEWAR ANCH BANK OF

62 RAJASTHAN
GRAMIN BANK RAJASTHAN

STATE BANK OF

63 MGB GRAMIN BANK BIKANER & RAJASTHAN

JAIPUR

RAJASTHAN GRAMIN PUNJAB

64 RAJASTHAN
BANK NATIONAL BANK

23
PALLAVAN GRAMA
65 INDIAN BANK TAMIL NADU (2)
BANK

PANDYAN GRAMIN INDIAN

66 TAMIL NADU
BANK OVERSEAS BANK

TRIPURA GRAMIN UNITED BANK OF

67 TRIPURA (1)
BANK INDIA

ARYAVART GRAMIN
68 BANK OF INDIA UTTAR PRADESH
BANK

BALLIA-ETAWAH CENTRAL BANK

69 UTTAR PRADESH
GRAMIN BANK OF INDIA

BARODA UP GRAMIN BANK OF

70 UTTAR PRADESH
BANK BARODA

KASHI GOMTI
UNION BANK OF
71 SAMYUT GRAMIN UTTAR PRADESH
INDIA
BANK

KSHETRIYA KISAN UP STATE COOP.

72 UTTAR PRADESH
GRAMIN BANK BANK

LUCKNOW
ALLAHABAD UTTARPRADESH
73 KSHETRIYA GRAMIN
BANK (12)
BANK

SYNDICATE
74 PRATHAMA BANK UTTAR PRADESH
BANK

PURVANCHAL STATE BANK OF

75 UTTAR PRADESH
GRAMIN BANK INDIA

24
SARVA UP GRAMIN PUNJAB
76 UTTAR PRADESH
BANK NATIONAL BANK

SHREYAS GRAMIN
77 CANARA BANK UTTAR PRADESH
 BANK

TRIVENI KSHETRIYA ALLAHABAD

78 UTTAR PRADESH
GRAMIN BANK BANK

NAINITAL-ALMORA
BANK OF
79 KSHETRIYA GRAMIN UTTARAKHAND(2)
BARODA
BANK

UTTARANCHAL STATE BANK OF

80 UTTARAKHAND
GRAMIN BANK INDIA

UTTARBANGA
CENTRAL BANK
81 KSHETRIYA GRAMIN WEST BENGAL(3)
OF INDIA
BANK

BANGIYA GRAMIN UNITED BANK OF

82 WEST BENGAL
VIKASH BANK INDIA

PASCHIM BANGA
83 UCO BANK WEST BENGAL
GRAMIN BANK

1.5.3 Private Sector Banks

The part of the economy that is not state controlled, and is run by individuals

and companies for profit. The private sector encompasses all for-profit businesses that

are not owned or operated by the government. Companies and corporations that are

25
government run are part of what is known as the public sector, while charities and

other nonprofit organizations are part of the voluntary sector.

Old Generation Private Banks (22)

Sl. No. Bank Name

1. Axis Bank

2. Bank of Rajasthan

3. Catholic Syrian Bank

4. City Union Bank

5. Development Credit Bank

6. Dhanalakshmi Credit Bank

7. Federal Bank

8. HDFC Bank

9. ICICI Bank

10. IndusInd Bank

11. ING Vysya Bank

12. Jammu & Kashmir Bank

13. Karnataka Bank

14. Karur Vysya Bank

15. Kotak Mahindra Bank

16. Lakshmi Vilas Bank

17. Nainital Bank

18. Ratnakar Bank

19. SBI Comm. & Intl. Bank

20. South Indian Bank

26
 21. Tamilnad Mercantile Bank

22. Yes Bank

Foreign New Generation Private Banks (8)

Bank of Punjab*

Centurion Bank

HDFC Bank

ICICI Bank

IDBI Bank

IndusInd Bank

Kotak Mahindra

UTI Bank

Yes Bank

*now merged with Centurion Bank

1.5.4 Co-operative Sector Banks

A co-operative bank is a financial entity which belongs to its members, who are at the

same time the owners and the customers of their bank. Co-operative banks are often

created by persons belonging to the same local or professional community or sharing

a common interest. Co-operative banks generally provide their members with a wide

range of banking and financial services.

State Co-operative Banks

Central Co-operative Banks

Primary Agricultural Credit Societies

27
 Land Development Banks

State Land Development Banks

Retail Bank

A Retail bank is a bank that works with consumers, otherwise known

as retail customers. Retail banks provide basic banking services to the

general public, including:

Checking and savings accounts

CDs

Safe deposit boxes

Mortgages and second mortgages

Auto loans

Unsecured and revolving loans such as credit cards

Commercial Bank

Commercial banks handle banking needs for large and small businesses,

including:

Basic accounts such as savings and checking

Lending money for real and capital purchases

Lines of credit

Lockbox services

Payment and transaction processing

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 Foreign Exchange

Commercial banks often function as retail banks as well, serving individuals along

with businesses.

1.6 CLASSIFICATION OF BANKS

1.6.1 Scheduled Banks

The second schedule of the Reserve Bank of India Act, contains a list

of banks which are described as Scheduled Banks. A bank in order to be

designated as a scheduled bank should have a paid up capital and reserves as a

prescribed by the Act. As per Section 42 (6) of the Reserve Bank of India Act,

1934, the required amount is only Rs. 5 lakh. However, to start a commercial

bank today, the Reserve Bank has prescribed a minimum capital of Rs. 100

Crores and its business must be managed in a manner which, in the opinion of

Reserve Bank, is not detrimental to the interests of its depositors. The

scheduled banks are required to maintain with the Reserve Bank a deposit in

the form of cash Reserve Ratio, based on its demand and time liabilities, at a

prescribed rate.

1.6.2 Non-Scheduled Banks

The commercial banks which are not included in the second schedule

of the Reserve Bank of India Act, 1934 are called as Non-Scheduled Banks.

They are not entitled to facilities like refinance, and rediscounting of bills

from the Reserve bank. They do not get the privileges that are available to

scheduled banks. They are mainly engaged in money lending, discounting and

collecting bills and various other agency services. Therefore, they insist higher

security for loans.

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 1.7 MODERN TYPES OF BANKING

1.7.1 Automated Teller Machine (ATM)

An automatic teller machine or ATM allows a bank customer to conduct their

banking transactions from almost every other ATM machine in the world. On most

modern ATMs, the customer is identified by inserting a plastic ATM card.

With a magnetic stripe or a plastic smart card with a chip, that contains a unique card

number and some security information such as an expiration date or CVVC (CVV).

Authentication is provided by the customer entering a personal identification number

(PIN). Using an ATM, customers can access their bank account as in order to make

cash withdrawals, credit card cash advances, and check their account balances as well

as purchase prepaid cell phone credit.

ATMs are electronic machines, which are operated by a customer himself to

deposit or to withdraw cash from bank. For using an ATM, a customer has to obtain

an ATM card from his bank. The ATM card is a plastic card, which is magnetically

coded. It can be easily read by the machine. To operate an ATM card, the customer

has to insert the card in the machine. He has to enter the password (number). If the

authentication or password (number) is correct, the ATM permits a customer to make

entries for withdrawal or for deposit. On completion of the transaction, the customers

card is ejected from the ATM (see figure III to know the functioning of ATM).

Advantages:

i) ATM provides 24 hours service: ATMs provide service round the clock. The

customer can withdraw cash up to a certain a limit during any time of the day or night.

30
ii) ATM gives convenience to banks customers: ATMs provide convenience to

the customers. Now-a-days, ATMs are located at convenient places, such as at the

Airports, Railway Stations, etc. and not necessarily at the Banks premises. It is to be

noted that the ATMs are installed off-site (away from bank premises) as well as on site

(installed within banks premises). ATMs provide mobility in banking services for

withdrawal.

iii) ATM reduces the workload of banks staff: ATM reduces the work pressure on

banks staff and avoids queues in bank premises.

iv) ATM provide service without any error: ATMs provide service without error.

The customer can obtain exact amount. There is no human error as far as

ATMs are concerned.

v) ATM is very beneficial for travelers: ATMs are of great help to travelers. They

need not carry large amount of cash with them. They can withdraw cash from

any city or state, across the country and even from outside the country with the

help of ATM.

vi) ATM may give customers new currency notes: The customer also gets brand

new currency notes from ATMs. In other words, customers do not get soiled

notes from ATMs.

vii) ATM provides privacy in banking transactions: Most of all, ATMs provide

privacy in banking transactions of the customer.

Disadvantages:

i) Unlike bank tellers, ATMs do not require the person performing the

transaction to present picture identification. Rather, the person must only

31
 insert a bank card and enter a personal identification number. If the bank card

is stolen and the number ascertained, an unauthorized person can easily access

the account.

ii) ATMs can only perform relatively basic transactions. This means that people

who need to complete these longer transactions will be forced to use the teller,

restricting use of the ATM for people who need to complete simple business. In this

sense, the ATM is rather like the express line in a supermarket faster for some, but

unavailable to others.

iii) With the advent of ATMs came ATM fees. Not only do banks of which you are

not a member charge fees for the use of their ATMs, but users are often charged

surreptitious fees by their own banks for using other banks ATMs meaning the

customer is docked twice for the same transaction.

iv) Unlike banks, in which security guards and tellers are present o ensure the

person performing a transaction receives privacy, there is not such guarantee when

using an ATM. People may try to spy on users as delicate information appears on the

screen, without the user being aware.

v) The performance of business at an ATM is generally quicker than that at a

human teller. However, the ATM is incapable of providing personalized instruction to

the user in a way that a human teller can. This can result in longer wait times if the

user currently using the machine is struggling to complete a transaction.

32
 Figure III : ATM

Source: Google images

33
1.7.2 TELEBANKING

Telephone banking is a service provided by a financial institution, which

allows its customers to perform transactions over the telephone.

Most telephone banking services use an automated phone answering system with

phone keypad response or voice recognition capability. To guarantee security, the

customer must first authenticate through a numeric or verbal password or through

security questions asked by a live representative (see below). With the obvious

exception of cash withdrawals and deposits, it offers virtually all the features of an

automated teller machine: account balance information and list of latest transactions,

electronic bill payments, funds transfers between a customers accounts etc.

Usually, customers can also speak to a live representative located in a call centre or a

branch, although this feature is not always guaranteed to be offered 24/7. In addition

to the self-service transactions listed earlier, telephone banking representatives are

usually trained to do what was traditionally available only at the branch: loan

applications, investment purchases and redemptions, cheque book orders, debit card

replacements, change of address, etc.

Banks which operate mostly or exclusively by telephone are known as phone

banks. They also help modernize the user by using special technology.

The big advantages of telephone banking are as we have already mentioned the

ability to speak to another human being and discuss with them any issue that may not

be mentioned or catered for on the website. In addition to that speaking to a call

center staff member allows for the provision of information such as any payments that

are waiting to go into your account or go out. This information is not provided on

their websites.

34
 Figure IV

Source: Google images

Following is the process of telebanking service offered by banks:

The most common one would have to be the fact that not all banks and building

societies offer 24 hour telephone banking. They may if it is simply a case of checking

your balance or recent transactions but for anything more involved in that it can cause

a problem. Also telephone banking is not active usually over bank holidays such as

Christmas Day or New Years Day whereas Internet banking is available all year

round. Telephone banking is safe and for the most part it is as safe as it can be. Calls

are normally recorded and you will be made aware of this when you call.

35
1.7.3 INTERNET BANKING

Internet banking does offer many benefits for both banks and their customers.

So the banks are doing what they can to encourage customers to try it. Online banking

(or Internet Banking) allows customers to conduct financial transactions on a secure

website operated by their retail or virtual bank, credit union or building society. It is a

media that is very helpful for financial transactions. Starting from the transfer money,

pay various bills (electricity, telephone) up to just us are checking our bank balance in

the bank. E-banking refers to electronic banking. It is like e-business in banking

industry. E-banking is also called as Virtual Banking or Online

Banking. E-banking is a result of the growing expectations of banks customers.

E-banking involves information technology based banking. Under this I.T. system, the

banking services are delivered by way of a Computer-Controlled System. This system

does involve direct interface with the customers. The customers do not have to visit

the banks premises. The popular services covered under E-banking include:

Automated Teller Machines

Credit Cards

Debit Cards

Smart Cards

Electronic Funds Transfer (EFT) System

Cheque Truncation Payment System

36
 Figure V

Source: Google images

Mobile Banking

Internet Banking

Telephone Banking etc.

Advantages:

i) An internet banking account is simple to open and use: You just enter a few

answers to questions in a form while sitting comfortably in your own home or office.

To access your account, you establish security measures such as usernames and

passwords. To complete the setup of your account, you just print, sign and send in a

form.

ii) Internet banking costs less: Because there are fewer buildings to maintain, and

less involvement by salaried employees, there is a much lower overhead with

online banks. These savings allow them to offer higher interest rates on
37
 savings accounts and lower lending rates and service charges. Even traditional

brick and mortar banks offer better deals such as free bill paying services to

encourage their customers to do their banking online.

iii) Comparing internet banks to get the best deal is easy: In a short time, you can

visit several online banks to compare what they offer re savings and checking account

deals as well as their interest rates. Other things you can easily research are what

credit cards are available, credit card interest rates, loan terms and the banks own

rating with the FDIC.

iv) Bouncing a check (accidentally) should be a thing of the past because you can

monitor your account online any time, day or night. You can track your balance daily,

see what checks have cleared and when and know when automatic deposits and

payments are made. This is all possible by simply going online to the banks website

and logging into your account.

v) You can keep your account balanced using your computer and your monthly

statement: Your bank account information can be downloaded into software programs

such as Microsoft Money or Quicken, making is easy to reconcile your account with

just a few mouse clicks. The convenience of the date capture online makes it much

easier to budget and track where your money goes. Your internet bank account even

allows you to view copies of the checks you have written each month.

vi) With the ability to view your account at anytime, it is easier to catch

fraudulent activity in your account before much damage is done. As soon as you log

into your account, you will quickly see whether there is anything amiss when you

check on your deposits and debits. If anyone writes a check

38
 or withdraws funds from your account and you know it wasnt you, you will

see it right away. This lets you get started on correcting the problem

immediately rather than having to wait a month to even have a clue it is

happening as would be the case with a traditional bank.

vii) Internet banking offers a great deal more convenience than you could get from

a conventional bank: You arent bound by bankers hours and you dont have to go

there physically in your car. Time is not wasted when you have work to do because

you can do your offices banking without leaving the office. No matter where you are

or what time it is, you can easily manage your money. There are sound reasons why

internet banking is growing. The economic advantages have encouraged banks to

provide an increasing range of easy to use services via the internet.

Customers have found doing business online simple and speedy and have become

very comfortable with the arrangement. Internet banking gives people more control

over their money in a very convenient way that they find enjoyable and reassuring.

1.7.4 MOBILE BANKING

Mobile banking (also known as M-Banking, m banking, sms banking) is a

term used for performing balance checks, account transactions, payments, credit

applications and other banking transactions through a mobile device such as a mobile

phone or Personal Digital Assistant (PDA). The earliest mobile banking services were

offered over SMS. With the introduction of the first primitive smart phones with WAP

support enabling the use of the mobile web in 1999, the first European banks started

39
to offer mobile banking on this platform to their customers (see figure VI to know

about Mobile Banking)

Figure VI

Source: Google images

Mobile banking has until recently (2010) most often been performed via SMS

or the Mobile Web. Apples initial success with I Phone and the rapid growth of

phones based on Googles Android (operating System) have led to increasing use of

special client programs, called apps, downloaded to the mobile device.

Mobile Banking refers to provision of banking and financial services with the help of

mobile telecommunication devices. The scope of offered services may include

facilities to conduct bank and stock transactions, to administer accounts and to access

customized information.

According to this model Mobile Banking can be said to consist of three inter-

related concepts:

Mobile Accounting
40
 Mobile Brokerage

Mobile Financial Information Services

Most services in the categories designated Accounting and Brokerage are

transaction based. The non-transaction-based services of an informational nature are

however essential for conducting transactions for instance, balance inquiries might

be needed before committing a money remittance. The accounting and brokerage

services are therefore offered invariably in combination with information services.

Information services, on the other hand, may be offered as an independent module.

Mobile phone banking may also be used to help in business situations. Mobile

banking can offer services such as the following:

Account Information

1. Mine-statements and checking of account history

2. Alerts on account activity of passing of set thresholds

3. Monitoring of term deposits

4. Access to loan statement

5. Access to card statements

6. Mutual funds/equity statements

7. Insurance policy management

8. Pension plan management

9. Status on cheque, stop payment on cheque

10. Ordering cheque books

41
11. Balance checking in the account

12. Recent transactions

13. Due date of payment (functionality for stop, change and deleting of payments)

14. PIN provision, Change of PIN and reminder over the Internet

15. Blocking of (lost, stolen) cards

Payments, Deposits, Withdrawals, and Transfers

1. Domestic and international and fund transfers

2. Micro-payment handling

3. Mobile recharging

4. Commercial payment processing

5. Bill payment processing

6. Peer to peer payments

7. Withdrawal at banking agent

8. Deposit at banking agent

A specific sequence of SMS messages will be enable the system to verify if

the client has sufficient funds in his or her wallet and authorize a deposit or

withdrawal transaction at the agent. When depositing money, the merchant receives

cash and the system credits the clients bank account or mobile wallet. In the same

way the client can also withdraw money at the merchant: through exchanging SMS to

provide authorization, the merchant hands the client cash and debits the merchants

account.

42
1.7.5 CHEQUE DEPOSIT MACHINE

Cheque deposit machines provide you with an alternative way of depositing

cheques into an account without having to use an ATM card/PIN or passbook. At the

end of the transaction, you can even opt for a transaction receipt with cheque details.

All you have to do is to follow the messages on-screen and place your cheques into

the slot.

Figure VII

Source: Google images

Step 1: Press any key on the slide of the screen to begin

Step 2: Enter account number to credit cheque amount and press Yes to confirm

Step 3: Enter amount and press Yes to confirm

Step 4: Insert one cheque into the slot. Please ensure that the cheque is placed face-up

with bank logo on your left.

43
Step 5: Select Yes if you wish to deposit another cheque into the same account and

repeat from Step 3 (maximum 6 cheques per transaction)

Select No to end transaction (or deposit more cheques into a different account)

Step 6: Select receipt option and to end the transaction.

The machine accepts cheques in currency into your savings or current account. One

can help also deposit a cheque for friend or relative, too.

1.7.6 CORE BANKING SOLUTIONS

Core banking is normally defined as the business conducted by a banking

institution with its retail and small business customers. Many banks treat the retail

customers as their core banking customers, and have a separate line of business to

manage small businesses. Larger businesses are managed via the corporate banking

division of the institution. Core banking basically is depositing and lending of money.

Core banking is normally defined as the business conducted by a banking institution

with its retail and small business customers. Many banks treat the retail customers as

their core banking customers, and have a separate line of business to manage small

businesses. Larger businesses are managed via the Corporate Banking division of the

institution. Core banking basically is depositing and lending of money.

Normal core banking functions will include deposit accounts, loans,

mortgages and payments. Banks make these services available across multiple

channels like ATMs, Internet banking, and branches.

Nowadays, most banks use core banking applications to support their operations

where CORE stands for centralized online real-time exchange. This basically means

that all the banks branches applications from centralized datacenters. This means that

the deposits made are reflected immediately on the banks servers and the

44
customer can withdraw the deposited money from, any of the banks branches

throughout the world. These applications now also have capacity to address the needs

of corporate customers, providing a comprehensive banking solution.

A few decades ago it used to take at least a day for a transaction to reflect in

the amount because each branch had their local servers, and the data from the server

in each branch was sent in a batch to the servers in the datacenter only at the end of

the day (EoD). Normal core banking functions will include deposit accounts, loans,

mortgages and payments. Banks make these services available across multiple

channels like ATMs, Internet banking, and branches.

1.7.7 PLASTIC MONEY OR CREDIT CARD

Plastic money was a delicious gift to Indian market. Now several new features

added to plastic money to make it more attractive. It works on formula purchase now

repay later. Credit card is a financial instrument, which can be used more than once to

borrow money or buy products and services on credit. Banks, retail stores and other

businesses generally issue these. On the basis of their credit limit they are of different

kinds like classic, gold or silver.

45
 Figure VIII

Source: Google images

Over the years, the banking sector in India has seen a number of changes.

Most of the banks have begun to take an innovative approach towards banking with

the objective of creating more value for customers and consequently, the banks. Some

of the significant changes in the banking sector are discussed below.

TYPES OF CREDIT CARDS OFFERED BY BANKS

1. Credit Card

It is normal card whereby a holder is able to purchase without having

to pay cash immediately. This credit card is built around revolving credit

principle, generally, a limit is set to the amount of money a cardholder can

spend a month using the card. At the end of every month, the holder has to pay

a percentage of outstanding. Interest is charged for the outstanding amount

which varies from 30 to 36 per cent per annum. An average consumer prefers

this type of card for his personal purchase, as he is able to defer payment over

several months.

46
2. Charge Card

A charge card is intended to serve as a convenient means of payment

for goods purchased at Member Establishments rather than a credit facility.

Instead of paying cash or cheque every time the credit card holder makes a

purchase. This facility gives a consolidated bill for a specified period, usually

one month. Bills are payable in full on presentation. There are no interest

charges and no preset spending limits either. The charge card is useful during

business trips and for entertainment expenses which are usually borne by the

company. Andhra Bank Card, BOB Cards, Can Card, Diners card etc. belong

to this category.

3. in-Store Card

Retailers or companies issue the in-store cards. These cards currency

only at the issuers outlets for purchasing products of the issuer company.

Payments can be on monthly or extended credit basis, for extended credit

facility interest is charged. In India, Five Star Hotels, resorts and big hotels

normally issue such cards.

4. Corporate Credit Cards

Corporate cards are issued to private and public limited companies and

public sector units. Depending upon the requirements of each company,

operative Add-on cards will be issued to persons authorized by the company,

i.e. Directors, and secretary of the company. The name of the company will be

embossed on Add-on cards along with the name of the Add-on cardholder. The

main card is only a dummy card number in the name of the company for the

purpose of billing all the charges of Add-on cards. The transactions made

47
 by Add-on cardholders are billed to the main card and debits are made to the

companys account.

5. Business Cards

A business card is similar to a corporate card. It is meant for the use of

proprietary concerns, firms, and firms of Chartered Accountants etc. This card

helps to avail of certain facilities for reimbursement and makes their business

trips convenient. An overall ceiling fixed for this card is also based on the

statues of the firm.

6. Smart Cards

It is a new generation card. Embedded in the smart card a microchip

will store a monetary value. When a transaction is made using the card, the

value is debited and the balance comes down automatically. Once the

monetary value comes down to nil, the balance is to be restored all over again

for the card to become operational. The primary feature of smart card is

security. The card also recognizes different voices and compares with the

recorded original voice. It is used for making purchases without necessarily

requiring the authorization of Personal Identification Number as in a debit

card. Smart card is an electronic purse which attempts to prove to be a panacea

for all problems associated with traditional currency. In India, the Dena Bank

launched the Smart Card in Mumbai.

7. Debit Cards

Credit cards have proliferated during the last couple of years in all

countries and have become an acceptable alternative to paper currency. The

developed country like USA has moved a step further. Debit card, an

48
 electronic product has become more and more popular in these countries. The

debit card programme requires the customer to open an account with the bank

which is not generally required in case of a credit card. This system requires a

terminal known as the point of sale. The customer, on making the purchase,

insets the card which has a magnetic strip at the back, into the slot of the

machine, while the merchant enters the value of the transaction. The customer

meanwhile, keys in the Personal Identification Number which is known only

to the cardholder and the bank.

8. ATM Card

An ATM (Automated Teller Machine) card is useful to a cardholder as

it helps him to withdraw cash from banks even when they are closed. Inserting

the card in the ATM installed at various bank locations can do this. Financial

experts suggest that any credit card user can take a few basic steps to stay safe

when using credit cards:

i) Consider before setting credit limits: if you are the victim of a fraud and you

have a very high limit, you may get a very daunting bill. Even if you can prove

that you have been the victim of fraud, the process takes some time and you do

not want to have a balance of several thousand dollars for several months until

the mess is cleared up.

ii) Use secure credit cards: Credit card companies take fraud and other risks

very seriously these crimes affect the companies profits. Call your card

company today and ask about their safety features. Not only will it put your

mind at ease, but you will learn about the specific services you can add to your

card to make your card more secure.

49
iii) Signing credit cards: you should always sign your cards as soon as you get

them and activate your cards promptly and correctly. This will help ensure that you

are the person who can use your cards.

iv) Online usage: when using credit cards online, always share your credit card

information with reputable companies only. Never use your credit card information on

a website that does not use encryption technology. If you have any doubts about an

online retailer, contact them using their contact information and arrange for an

alternate form of payment. If the retailer does not have current contact information,

that is a give-away that it is a company you probably dont want to do business with.

v) Always get a receipt when making a purchase with your card: Once a

month, compare your receipts with your bill so that no mistakes sneak into your card.

vi) Change of Address: When you move, notify your card companies in advance

so that you are the only person to receive your credit card billing information.

vii) Be careful with your card information and numbers: Do not share your

account number or other credit card information with just anyone and do not leave the

information where others can see it.

viii) Deal with stolen credit cards promptly: if your card is stolen or lost, call the

credit card company immediately and make sure that no one can make additional

charges to your credit card.

50
 ix) In a very secure place, keep a list of your credit card numbers and credit

card company phone numbers: If your card is stolen, you can use this

information to stop the card from being used.

x) Practice safe online account management: Most banks today allow you to

use internet banking, which allows you to check your accounts frequently. Use

online banking to make sure that your account is not being charged unduly.

1.7.8 REAL TIME GROSS SETTLEMENT

Real time gross settlement systems (RTGS) are funds transfers systems where

transfer of money or securities takes place from one bank to another on a real time

and on gross basis. Settlement in real time means payment transaction is not

subjected to any waiting period. The transactions are settled as soon as they are

processed. Gross Settlement means the transaction is settled on one to one basis

without bunching or netting with any other transaction. Once processed, payments are

final and irrevocable.

The RTGS system is primarily meant for large value transactions. The

minimum amount to be remitted through RTGS is 2 Lakh. There is no upper ceiling

for RTGS transactions. Under normal circumstances the beneficiary branches are

expected to receive the funds in real time as soon as funds are transferred by the

remitting bank. The beneficiary bank has to credit the beneficiarys account within

two hours of receiving the funds transfer message. The remitting bank receives a

message from the Reserve Bank of India that money has been credited to the receiving

bank. Based on this the remitting bank can advise the remitting customer that money

has been delivered to the receiving bank. It is expected that the receiving bank will

credit the account of the beneficiary instantly. If the money cannot be

51
 credited for any reason, the receiving bank would have to return the money to the

remitting bank within 2 hours. Once the money is received back by the remitting

bank, the original debit entry in the customers account is reversed.

The RTGS service window for customers transactions is available from 9.00

hours to 16.30 hours on week days and from 9.00 hours to 13.30 hours on Saturdays

for settlement at the RBI end. However, the timings that the banks follow may vary

depending on the customer timings of the bank branches. With a view to rationalize

the service charges levied by banks for offering various electronic products, a broad

framework has been mandated as under:

a) Inward transactions Free, no charge to be levied

b) Outward transactions

i) 2 Lakh to 5 Lakh not exceeding 25 per transactions

ii) Above 5 Lakh not exceeding 50 per transaction.

The remitting customer has to furnish the following information to a bank for

affecting a RTGS remittance:

i) Amount to be remitted

ii) Remitting customers account number which is to be debited.

iii) Name of the beneficiary bank

iv) Name of the beneficiary customer

v) Account number of the beneficiary customer

vi) Sender to receiver information, if any

vii) The IFSC number of the receiving branch.

1.7.9 ELECTRONIC CLEARANCE SERVICE

of payment/receipt for transactions that are
ECS is an electronic mode
ECS is used by institutions for making bulk
repetitive and periodic in nature.
52
 payment of amounts towards distribution of dividend, interest, salary, pension, etc., or

for bulk collection of amount towards telephone/electricity/water dues, cess/tax

collections, loan installment repayments, periodic investments in mutual funds, etc.

Essentially, ECS facilitates bulk transfer of monies from one bank account to many

bank accounts or vice versa using the services of a ECS Centre at a ECS location.

ECS is divided as:

1. Credit ECS

ECS Credit is used for affording credit to a large number of

beneficiaries having accounts with bank branches at various locations within

the jurisdiction of a ECS Centre by raising a single debit to an account of a

bank (that maintains the account of the user institution). ECS Credit enables

payment of amounts towards distribution of dividend, interest, salary, pension,

etc., of the user institution.

Advantages of the ECS Credit Scheme to the Beneficiary

ECS Credit offers many advantages to the beneficiary:

The beneficiary need not visit his/her bank for depositing the paper

instruments which he would have otherwise received has he not opted for ECS

Credit.

The beneficiary need not be apprehensive of loss/theft of physical instruments

or the likelihood of fraudulent encashment thereof.

Cost effective

The beneficiary received the funds right on the due date.

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ECS Credit Scheme benefits User Institutions

User institutions enjoy many advantages as well. For instance,

Savings on administrative machinery and costs of printing, dispatch and

reconciliation of paper instruments that would have been used had

beneficiaries not opted for ECS Credit.

Avoid chances of loss/theft of instruments in transit, likelihood of fraudulent

encashment of paper instruments, etc, and subsequent

correspondence/litigation.

Efficient payment mode ensuring that the beneficiaries get credited on a

designated date.

Cost effective.

Advantages of the ECS Credit Scheme to the Banking System

The banking system too benefits from ECS Credit such as-

Freedom from paper handling and the resultant advantages of handling,

presenting and monitoring paper instruments presented in clearing, had

beneficiaries (having accounts with the destination bank branches) not opted

for ECS Credit.

Ease of processing and return for the destination bank branches.

Smooth process of reconciliation for the sponsor banks.

Cost effective.

The Reserve Bank of India has deregulated the charges to be levied by sponsor

banks from user institutions. The sponsor banks are, however, required to disclose the

54
 charges in a transparent manner. No processing charges are levied by the ECS

Centers; the same has been waived till March 31, 2011. Destination bank branches

have been directed to afford ECS Credit free of charge to the beneficiary account

holders.

2. Debit ECS

ECS Debit is used for raising debits to a large number of accounts

maintained with bank branches at various locations within the jurisdiction of a

ECS Centre for single credit to an account of a bank (that maintains the

account of the user institutions). ECS Debit is useful for payment of

telephone/electricity/water bills, cess/tax collections, loan installment

repayments, periodic investments in mutual funds, etc., that are periodic or

repetitive in nature and payable to the user institution.

ECS Debit transaction can be initiated by any institution (called ECS Debit

User) which has to receive/collect amounts towards telephone/electricity/water

dues, cess/tax collections, loan installment repayments, periodic investments

in mutual funds, etc. it is a Scheme under which an account holder with a bank

branch can authorize an ECS User to recover an amount at a prescribed

frequency by raising a debit to his/her bank account.

Advantages of ECS Debit Scheme to the Customers

ECS Debit mandates will take care of automatic debit to customer accounts on

the due dates without customers having to visit bank branches.

Customers need not keep track of due date for payments

The debits to customer accounts would be monitored by the ECS Users.

Cost effective.

55
ECS Debit Scheme benefit user institutions

Savings on administrative machinery and cost of collecting the cheques from

customers, presenting in clearing, monitoring their realization and

reconciliation.

Better cash management because of realization/recovery of dues on due dates

promptly and efficiently.

Avoids chances of loss/theft of instruments in transit, likelihood of fraudulent

access to the paper instruments and encashment thereof.

Realization of payments on a uniform date instead of fragmented receipts

spread over many days.

Cost effective.

Advantages of ECS Debit Scheme to the Banking System

Freedom from paper handling and the resultant disadvantages/delays of

handling, receiving and monitoring paper instruments presented in clearing,

had customers (having accounts with the destination bank branches) not opted

for ECS Debit.

Ease of processing and return for the destination bank branches. Destination

bank branches simply need to verify the mandate particulars relating to their

customers. All they have to do is match the account number and debit the

customer accounts. Wherever the details do not match, the instructions are just

to be returned, as per the procedure.

Smooth process of reconciliation for the sponsor banks.

56
 Cost effective.

Any mandate in ECS Debit is on par with a cheque issued by a customer. The

customer has to maintain adequate funds in his/her account with the destination bank

branch to ensure the ECS Debit instructions are honored when presented. In case of

any need to withdraw or stop a mandate, the customer has to give prior notice to the

ECS user institution well in time, so as to ensure that the inputs files submitted by the

user do not continue to include the ECS Debit details in respect of the mandates

withdrawn or stopped by customers. The process flow to be followed for

withdrawing/stopping mandates is detailed in ECS Debit Procedural Guidelines.

In October 2008, a centralized version on ECS Credit known as National-ECS

(NECS) has been launched. NECS has no restriction of centers or of any geographical

area inside the country. The system takes advantage of the centralized accounting

system in banks. Accordingly, the account of a bank that is submitting or receiving

payment instructions is debited or credited centrally at Mumbai. The branches

participating in NECS should be core-banking-enabled through they can be located

anywhere across the length and breadth of the country.

Another variant of the ECS system has been introduced at a few Regional

Offices of Reserve Bank of India, viz. Regional - ECS (RECS). RECS also have two

variants viz. Debit and Credit. RECS will cover all core-banking-enabled branches in

a State or group of States and can be used by institutions desirous of reaching

beneficiaries within the State/group of states. The system takes advantage of the

centralized accounting system in banks. Accordingly, the account of a bank that is

submitting or receiving payment instructions is debited or credited centrally. The

branches participating in RECS can, however, be located across the length and

breadth of the State/group of States

57
 ECS can be used to transfer funds to NRE and NRO accounts in the country.

This, however, is subject to the adherence to the provisions of the Foreign Exchange

Management Act, 2000 (FEMA) and Wire Transfer Guidelines. It is the responsibility

of the user institution to communicate to the beneficiary the details of credit that is

being afforded to his/her account, indicating the proposed date of credit, amount and

relative particulars of the payment. Destination banks have been advised to ensure that

the pass books/statements given to the beneficiary account holders reflect particulars

of the transaction/credit provided by the ECS user institutions. The beneficiaries can

match the entries with the advice earlier received by them from the User Institutions.

Many banks also give mobile alerts/messages to customers after credit of funds to

such accounts.

1.7.10 ELECTRONIC FUND TRANSFER

RBI EFT is a scheme introduced by Reserve Bank of India (RBI) to help

banks offering their customers money transfer service from account to account of any

bank branch to any other bank branch in places where EFT services are offered. The

EFT system presently covers all the branches of the 27 public sector banks and 55

scheduled commercial banks at the 15 centers (viz., Ahmadabad, Bangalore,

Bhubaneswar, Kolkata, Chandigarh, Chennai, Guwahati, Hyderabad, Jaipur, Kanpur,

Mumbai, Nagpur, New Delhi, Patna and Thiruvananthapuram). Funds transfer is

possible from any branch of these banks at these centers to other branch of any bank

at these centers both inter-city and intra-city. The remitting bank transmits the funds

transfer message to RBI so as to reach NCC, before the cut off time for the settlement,

the receiving banks account is credited by RBI at the destination centre and

beneficiary gets credit on the same day.

58
1.7.11 Working of RBI-EFT System

Step-1: The remitter fills in the EFT application form giving the particulars of the

beneficiary (city, bank, branch, beneficiarys name, account type and

account number) and authorizes the branch to remit a specified amount to

the beneficiary by raising a debit to the remitters account.

Step-2: The remitting branch prepares a schedule and sends the duplicate of the EFT

application form to its Service branch for EFT data preparation. If the branch

is equipped with a computer system, data presentation can be done at the

branch level in the specified format.

Step-3: The service branch prepares the EFT data file by using a software package

supplied by RBI and transmits the same to the local RBI (National Clearing

Cell) to be included for settlement.

Step-4: The RBI at the remitting centre consolidates the files received from all banks,

sorts the transactions city-wise and prepares vouchers for debiting the

remitting banks on Day-1 itself. City-wise files are transmitted to the RBI

offices at the respective destination centers.

Step-5: RBI at the destination centre receives the files from the originating centers,

consolidates them and sorts them bank-wise. Thereafter, bank-wise

remittance data files are transmitted to banks on Day-1 itself. Bank-wise

vouchers are prepared for crediting the receiving banks accounts the same

day or next day.

Step-6: On Day morning the receiving banks at the destination centers process the

remittance files transmitted by RBI and forward credit reports to the

destination branches for crediting the beneficiaries accounts.

59
 The primary modes of funds transfer at present are demand draft, mail transfer

and telegraphic transfer. The demand draft facility is paper based. The remitter, after

purchasing demand draft from a bank branch, dispatches the same by post/courier to

the beneficiary. The beneficiary, in turn, lodges the draft to his/her bank for collection

and clearing. The time taken for completing the process is about 10 days. In the case

of telegraphic transfer, fund reaches the beneficiary either on the same day or the

next; but both the remitter and the beneficiary would have to be account holders of the

same bank. If they are customers of different banks, a good deal of paper processing is

required. On the other hand, RBI EFT system is an inter-bank oriented system.

1.8 REVIEW OF LITERATURE

Daning Hu, Zhao. J. Leon,(Dec 2012), Network-based Modeling and analysis of

Systematic Risk in Banking System, views that in the wake of the 2008 financial

tsunami, existing methods and tools for managing financial risk have been criticized

for weaknesses in monitoring and alleviating risks at the systemic level. A 2009 article

in Nature suggested new approaches to modeling economic meltdowns are needed to

prevent future financial crises. However, existing studies have not focused on analysis

of systemic risk at the individual bank level in a banking network, which is essential

for monitoring and mitigating contagious bank failures. To this end, we develop a

network approach to risk management (NARM) for modeling and analyzing systemic

risk in banking systems. NARM views banks as a network linked through financial

relationships. It incorporates network and financial principles into a business

intelligence (BI) algorithm to analyze systemic risk attributed to each individual bank

via simulations based on real-world data from the Federal Deposit

60
Insurance Corporation. Our research demonstrates the feasibility of modeling and

analyzing systemic risk at the individual bank level in a banking network using a BI-

based approach. In terms of business impact, NARM offers a new means for

predicting contagious bank failures and determining capital injection priorities in the

wake of financial crises. Our simulation study shows that under significant market

shocks, the interbank payment relationship becomes more influential than the

correlated bank portfolio relationship in determining an individual bank's survival.

These insights should help financial regulators devise more effective policies and

mechanisms to prevent the collapse of a banking system.

Dash, Mihir Charles, Christabel,(Nov 2012), An Analysis of Technical Efficiency

of Banks in India, investigates the technical efficiency of Indian banks, segmented in

terms of ownership. For this purpose, the Data Envelopment Analysis (DEA) model

was used with five input variables (borrowings, deposits, fixed assets, net worth, and

operating expenses) and four output variables (advances and loans, investments, net

interest income, and non-interest income), and the efficiency scores were calculated

for a sample of 49 major banks operating in India. The findings of the study help in

identifying the inputs and outputs that each of the banks would need to control and

streamline to enhance their efficiency.

Sharma, Eliza,(Oct 2012), A Comparative Analysis of Employee Satisfaction in

Indian Commercial Banks, state that Employees are the service providers in the

banks. The performance of a bank depends not on the various services/products it

launches, but on the employees who provide those services to the customers. The

employees' efficiency depends on their satisfaction level. More satisfied employees

lead to better service quality and try to establish long-term relationships between bank

61
and customers. Keeping in view the importance of employee satisfaction for an

intellectually-intensive industry like banks, the current study is an attempt to find out

the various factors that lead to the satisfaction of employees in the banking sector.

Primary data was used in the study and the sample size of the study was 3,000

employees of private, public and foreign banks from different regions of India.

Banerjee, Neelotpaul,(Sep 2012), A Comparative study of Customers Perceptions of

Service Quality Dimensions between public and private sector banks in India, use the

SERVQUAL model to identify the gap between customer expectations and

perceptions of the actual service received in public and private banks in India.

Outcomes of the study outlined that customers' expectations are more with the private

banks and the level of satisfaction is also higher while they deal with the private

banks. In order to satisfy the customers the public banks should focus on improving

the service in terms of tangibility, reliability, responsiveness and empathy.

Xuezhi Qin, Dickson Pastory,( July 2012), Commercial Banks Profitability Position:

The case of Tanzania, examine commercial banks profitability in Tanzania for the

period of ten years (2000-2009).The study used National Microfinance Bank (NMB),

National Bank of Commerce (NBC) and CRDB as the case study. The study employed

the profitability measures of commercial banks, and the evidence of performance in

terms of profitability was established based on return on average asset, net interest

income to average bearing assets and non-interest expenses to average assets. The

paper utilized panel secondary data from National bank of commerce, CRDB and

National Microfinance bank in Tanzania for the period of ten years, and the hypothesis

was tested to know whether there is a significant difference in terms of profitability by

using ANOVA test. Finally the regression model was run to see the effects of capital

adequacy, liquidity and asset quality on the profitability of

62
commercial banks. The findings revealed that there is no significant difference on

profitability among the commercial banks, in the context of regression model it has

been noted that liquidity and asset quality has positive impact in profitability with

exception to the level of nonperforming loans which has a negative influence on

profitability. Also capital adequacy has shown negative impact on profitability. The

study confirmed the profitability of commercial banks to stable and meeting the

regulatory requirement of the Bank of Tanzania (BOT).

Maitah, Mansoor, Zedan, khaled, Shibani, Bashir,(May 2012), Factors Affecting

the Usage level of Financial Analysis by Credit Officers in the Credit Decision in

Libyan Commercial Banks, aim to give an idea about the usage level of financial

analysis in Libyan state-owned commercial banks, and the factors affecting the

process in the credit decision, since these banks owns almost 90% of Libyan banking

sector assets. To collect the data a questionnaire were distributed to credit officers and

analysts in all state-owned commercial banks operate in Tripoli. The data was

analyzed using SPSS program. The analysis results show that there is a weak usage

level of financial analysis in the decision making process of evaluating the eligibility

of the credit applicants for accredits facility. These results caused for two major

reasons, first poor qualification and professional credit officers and analysts, second

the low confidence level of the financial information presented by credit applicants.

The major recommendation is increase more attention to reform the whole process in

this field.

Uprit Vivek, (April 2012), Satisfaction and Effectiveness of Virtual Organization in

excess of Real Organization: The invention of Internet & web technology has given

birth to so many new concepts in Business one of such example is emergence of

virtual banking. Virtual banking is one of the latest emerging trends on the Indian

63
banking Scenario. Usage of virtual banking, though present in India was rest restricted

to foreign banks. Today most of public sectors banks branches in metros and cities,

have computerized front office operations (customer transaction) and their back office

operation and information management system are also increasingly getting

computerized and integrated. However, it may be noted that the traditional 'brick and

mortar' banking with manual system does continue to prevail in most banks' rural

branches in urban areas too, most of the urban co-operative banks continue to use the

manual system of banking. The article studies comparatively study of real banking &

virtual banking in India and its role in fostering relationships with customers and

giving them more value. The proposed study includes the evolution need and relevant,

forces driving, merits and demerits of real banking and virtual banking. This work

will include the comparative study of virtual banking and real (Traditional Banking)

banking. Results have shown that virtual corporation (banking) can produce financial

rewards for the organization.

Almazari, Ahmed Arif,(Apr 2012), Financial Performance of Jordanian Arab Bank

by using the Du Pont system of Financial Analysis, attempts basically to measure the

financial performance of the Jordanian Arab commercial bank for the period 2000-

2009 by using the DuPont system of financial analysis which is based on analysis of

return on equity model. The return on equity model disaggregates performance into

three components: net profit margin, total asset turnover, and the equity multiplier.

Arab bank is one of the largest financial institutions in the Middle East and is ranked

amongst the largest international facial institutions. The bank witnessed a continuation

of challenges brought on by the global financial crisis. It was found that the financial

performance of Arab Bank is relatively steady and reflects minimal volatility in the

return on equity. Net profit margin and total asset turnover exhibit

64
relative stability for the period from 2001 to 2009.The equity multiplier also show

almost stable indicators for the period from 200l-2005 and the ratios declined from

2006-2009 which indicates that the Arab bank had less facial leverage in the recent

years, which means the bank is relying less on debt to finance its assets.

Zenith,(March 2012), Relative Performance Of Commercial Banks In India Using

Camel Approach states that it is due to the nature of banking and the important role of

banks in the economy in capital formation, banks should be more closely watched

than any other type of economic unit in the economy. The CAMEL supervisory

system in banking sector is a substantial improvement over the earlier systems in

terms of frequency, coverage and focus. In the present study an attempt is made to

evaluate relative performance of banks in India using CAMEL approach. It is found

that public sector banks have significantly improved indicating positive impact of the

reforms in liberalizing interest rates, rationalizing directed credit and Investments and

increasing competition.

Amitava Mandal, Santanu Kumar Ghosh,(2012), Intellectual Capital and Financial

Performance of Indian Banks, made an attempt to investigate empirically the

relationship between intellectual capital and financial performance of 65 Indian banks

for a period of ten years from 1999 to 2008. The analysis indicates that the

relationships between the performance of a bank's intellectual capital, and financial

performance indicators, namely profitability and productivity, are varied. The study

results suggest that banks intellectual capital is vital for their competitive advantage.

George, Sajeev Abraham, Chattopadhyay,(2012), an Investigative Study of

Operational Performance and Service Quality of Indian Public Sector Banks, presents

information on an investigative study of the service quality and operational

performance of the public sector banks in India. It informs that the form the onset of

65
the economic liberalization in 1990 the public sector banks in the country are facing a

stiff competition from the private sector banks and the other foreign banks. It further

informs that the in spite of the fact of this competition the majority of the shares in

this sector belong to public sector banks.

Nzuve, Stephen N,(2012), Study of the Practice of the Learning Organization and its

relationship to Performance among Kenyan Commercial Banks, investigate the extent

of the practice of the learning organization within the Kenyan commercial banks and

determine the relationship between the aforementioned practices with organizational

performance. The study adopted a descriptive survey design. It was a census survey

comprising all the 43 banks licensed to operate in Kenya under the banking Act. The

sample frame included all the commercial banks listed in the Central Bank of Kenya

website. The 43 banks were further divided into 3 tiers based on profitability for the

year 2008 as indicated in the Banking Survey 2009. Primary data was collected using

a structured questionnaire while secondary data regarding organizational performance

was obtained from the banking survey 2009. The data collected was analyzed using

descriptive statistics in terms of frequency and percentage tabulations, cross

tabulations and Pearson's correlation coefficient to determine the relationship between

the practice of the learning organization and organizational performance. The study

established that most Kenyan commercial banks had to a large extent adopted the

following practices adopted by most organizations: development of information

systems designed to inform and empower, formative accounting control, learning

approach to strategy development, participative policy making, reward flexibility and

supportive leadership. The practices least adopted were the ones involved in enabling

structures, creating a learning climate and boundary workers as environmental

scanners. Findings indicate that there is an inverse relationship between the practice

66
of the learning organization and organizational performance. This would suggest that

there are other factors that have to be taken into account to determine and explain this

discrepancy, hence the need for further study. In conclusion, the study established that

two thirds of the Kenyan banks had adopted the practices of the learning institution.

The study also indicates that there is a tendency for Kenyan commercial banks to

focus on certain aspects of the learning organization instead of seeing the whole

picture and focusing on the organization as a dynamic entity. Interest in the learning

organization has been stimulated by the need to attain sustainable competitive

advantage The researcher recommends that the Kenyan commercial banks should

embrace more systematic, definite and concrete steps towards adopting a learning

culture, in order to survive the onslaught of competitive forces in the global market.

The study suggests further investigation into whether the practices were adopted as

part of a systematic strategy to develop the banks as learning organizations or whether

they were simply adopted on an ad hoc basis for purposes of expediency and

organizational survival.

Pankaj Gupta and Seema Garg,(July Dec 2011), Measuring Technical Efficiency

of Commercial Banks through Data Envelopment Analysis, states that it is due to

fierce competition with financial corporate, banks have to use various performance

measurement tools to improve the quality of their services. The study seeks to

examine the competitiveness of Commercial banks in India. For this purpose, the

study investigates analyses and compares the efficiency of 49 Commercial Banks by

employing the Data Envelopment Analysis (DEA) resulting in the delineation and

identification of the causes of inadequate performance. The performance of

Commercial banks in India for private and public sectors is also measured using the

non-parametric techniques. Constant returns to scale and variable returns to scale,

67
DEA Models are used for the analysis. The impact of scale on the efficiency scores is

also assessed. The study reveals that there is a variation in the technical efficiency and

the scale efficiency of most of the banks.

Swaranjeet Arora and Rajendra Jain,(Oct-Dec 2011), Evaluating Risk

Management Practices in Indian Commercial Banks, view that Banking Industry has

witnessed dramatic changes globally in past two decades. Not only profile of banking

sector but also the nature of risk management in banks has changed drastically. Size

and functions of banks has increased tremendously and have become varied and

complex. The expanded role of banks has given rise to various risk exposures. Market

forces are also influencing the banking sector and this has further accentuated the risk

element. Hence, there lies an imperative need for the banks to address various risk

elements and enhance risk management practices. This research paper is aimed to

examine the degree to which Indian Banks use risk management practices in dealing

with different types of risk and attempt has been made to identify the factors that

contribute to Risk Management Practices in banks and to compare Risk Management

Practices followed by public and private sector banks in India, the empirical study has

been conducted and views of employees of various banks have been tested using

statistical tools.

Risk Management is a corner stone of prudent banking practices. The present study

has indicated that Review based strategy; efficient Risk Management practices and

banks inherent strength are the factors that form efficient Risk Management practices.

Ganesamurty, K Amilan,(2011), the Customers Attitude on CRM Practices of

Commercial Banks in India, attempted to study the customers' perspectives on CRM

practices of Commercial Banks in India, the sample size include 421 respondents

from both public and private sector banks in Tamil Nadu, the study reveals that

68
customers' perception of CRM in banks does not vary irrespective of different

classifications of customers such as age, sex, education, occupation, income level, the

bank in which customers have an account, type of account, type of account

maintained by the customers and the period of customers' association with banks. The

validity of the results have been tested statistically by applying techniques such as

ANOVA,t - Test and Discriminant Function Analysis.

Jyoti Sharma And Arti Devi,(2011), Role Stress Among Employees: An Empirical

Study Of Commercial Banks, state that stress has been on a rise in this era of high

technology speed, global competition and consumerism. Taking its toll on the physical

and psychological health of the employees, it is affecting the productivity and

functioning of an organization. Researchers have demonstrated the direct and indirect

costs of stress (Matteson and Ivancevich, 1987). Due to its cost, the critical

importance of a stress-free work life for an organization for creating and sustaining

competitive advantage cannot be underestimated and it comes with the realization that

employees are susceptible to high levels of stress. According to Kalia (2002), an

estimate of The World Health Organization (WHO) Global Burden of Disease Survey

shows that mental health disease, including stress-related disorders, will be the second

leading cause of disabilities by the year 2020. A survey in 2007 by Associated

Chamber of Commerce and Industry of India also reported that work related stress and

mental fatigue is affecting the Indian employees (www.assocham.org). In such an

environment, it becomes the responsibility of the employing organizations and the

individual to identify the causes of stress at the workplace and make efforts to reduce

them for the effectiveness and efficiency of the individual and the organization itself.

69
P. K. Mishra,(Jan-June 2011), Economic Growth and the performance of Public and

Private Sector Banks in India, attempts to analyze the impact of growth of Indian

economy on the performance of public and private sector banks of the country. The

results suggest that the growth of Indian economy is significant in explaining the

performance of public and private sector banks. This result is in line with the

Demand following hypothesis. Thus, the outlook is that the planners and policy

makers should architect prudential norms in line with international standards and best

practices to ensure sustainable development of the Indian Banking System.

This result corroborates the Demand following hypothesis of Patrick (1966). This

hypothesis posits that the increasing demand for financial services might lead to the

aggressive expansion of the financial system as the real sector of the economy grows.

Thus, the policy is that the economic growth of the country may be considered as the

policy variable to generate banking sector development in the economy. Hence, the

planners and policy makers should define prudential norms in line with international

standards and best practices to make the fundamentals of the Indian more robust and

congenial for stability of the banking sector.

Khanna, Vijay Kumar,(Oct 2011), A Survey Based Assessment of Progress in

Implementation of Risk-Based Internal Audit in Indian Banks, compares banks in

accordance with their risk profiles and introduces a flexible approach to deciding the

quantum of supervisory attention and application of supervisory tools. As a corollary

to RBS, banks were advised to migrate toward an internal inspection/audit

corresponding to the RBS framework. Risk-Based Internal Audit (RBIA) was

introduced formally with the release of a Guidance Note by RBI in 2002 calling upon

banks to gradually switch over from traditional transaction-based internal

inspection/audit to RBIA. RBIA has been implemented in Indian banks for over eight

70
years now. However, in so far as the progress of implementation of RBIA in Indian

banks is concerned, there are no reliable sources/studies, and the literature on RBIA in

the Indian context is scanty. This survey study assesses the progress made by banks in

implementing RBIA as per the RBI guidance note, as also the organizational

preparedness of banks in terms of policy framework, infrastructure, quantity and

quality of audit personnel, IT support, etc. The study reveals that banks in India have

adopted a staggered approach toward the implementation of RBIA and that the

progress has been uneven amongst banks. The formation of a task force of senior

executives and development of a board approved RBIA policy were spread over the

years 2001-2009. All banks in India have implemented RBIA of branches, but many

of them have not covered other activities/locations which form a major part of their

business activities. In relation to the RBI guidance note, there are some significant

gaps in the RBIA process adopted by banks. These have been identified by the

researcher and suggestions have been made to the banks and RBI for improving the

implementation and effectiveness of RBIA.

Uddin, S M Sohrab, Suzuki, Yasushi,(July 2011), Financial Reform, Ownership and

Performance in Banking Industry: The case of Bangladesh, investigate the

performance of commercial banks after the implementation of significant financial

reform. Data Envelopment Analysis based frontier measures income and cost

efficiency and traditional non-frontier measures non-performing loans and return on

assets have been used for assessing bank performance. The findings indicate that

income and cost efficiency of sample banks have increased by 37.84 percent and

15.28 percent respectively in 2008 compared to 2001. Similarly, non-performing

loans and return on assets also report improvement in bank performance. The results

generated by regression models indicate that foreign ownership has a statistically

71
significant positive impact on bank performance. On the other hand, private

ownership has favorable impact on income efficiency, return on assets, and non-

performing loans, whereas negative impact on cost efficiency.

Verma, Richa,(Apr 2011), Performance of Scheduled Commercial Banks in India,

attempt to evaluate the productive efficiency of Scheduled Commercial Banks (SCBs)

operating in India. To judge the efficiency of banks, interest expenses and non-interest

expenses (operating expenses) are considered as input variables and deposits,

advances, investments and spread as outputs. The paper analyzed the efficiency of 88

SCBs with the dataset ranging from the year 1998-99 to 2007-08. The results of the

study indicate that the scheduled commercial banks need a lot of improvement in their

efficiency level, as at the most only 42.9 percent public sector banks, 40 percent

private sector banks and 42.9 percent foreign banks were found efficient in a year

during the study period. The results indicate that the public sector and foreign banks

need to take steps to reduce the expenses and improve the output at the given input

level because they have failed to acquire full efficiency score in six and five years,

respectively, out of the ten years under study.

Wanniarachchige, Manjula Kumara,(Mar 2011), How does ownership affect Bank

performance? The case of Indian Commercial Banks, empirically investigate the

effect of ownership on various performance dimensions. Drawing upon experiences of

Indian commercial banks during 2002-2009, this study analyzes how state-owned,

nationalized and domestic private banks are behind foreign banks, using data

envelopment analysis together with three supplementary measures of performance.

The findings suggest that the performance of domestic banks has not yet reached the

level of foreign banks in terms of both cost and revenue efficiencies. Surprisingly,

domestic private banks are the least efficient in the market. Though foreign banks

72
outperform domestic counterparts in multiple aspects, their contribution for spreading

banking services beyond metropolitan cities by establishing new branches is trivial

and thus they make the least contribution to country's financial deepening.

Narayan Swar, Biranchi,(Mar 2011), a Study of Customer Satisfaction and Service

Quality in Private, Public and Foreign Banks, state that the need of the hour in the

Indian banking sector is to build up competitiveness through service quality, thus

making the banks more market oriented and customer friendly. This is why service

quality is a vital concern for banking services. Effective service quality is increasingly

being seen as a key strategic differentiator within the financial services sector. Thus,

the present study focuses on customer satisfaction & service quality gap (customers'

perceptions & expectations) measurement among public, private & foreign banks in

Orissa. The study conducted among six banks of the state, namely State Bank of India

(SBI) & Punjab National Bank (PNB) in public sector banks, ICICI Bank & Axis

Bank in the private sector banks, and Citi Bank & Standard Chartered Bank among

the foreign banks. A sample of 440 banking customers was taken and 300 useable

questionnaires were analyzed.

Bilal, Hazrat Ahmed,(Mar 2011), Returns to scale of Islamic Bank Versus Small

Commercial Banks in Pakistan, investigate the efficiency of Islamic banks by

comparing it to the small commercial banks in Pakistan. Most of the previous studies

that have been conducted on this topic give mix type of results. Some studies have

found that Islamic banks are more efficient as compared to the commercial banks

while others concluded that Islamic banks are less efficient as compared to their

conventional counterparts. On the other hand, there are some studies that have found

very weak or no difference in efficiency of Islamic banks verses commercial banks.

To find out the efficiency estimates of individual banks the researchers has used Non-

73
Parametric Data Envelopment Analysis (DEA) method. This method allows for the

decomposition of the technical (Overall) efficiency into its pure and scale efficiency

components. According to the Islamic financial system principles, intermediation

approach is applied for the specification of inputs and outputs. The finding suggests

that scale inefficiency is dominated by the pure technical inefficiency effects in

determining Islamic banks' overall or technical inefficiency. This suggests that Islamic

banks are more efficient in operating at an optimum size though they are managerially

not that much efficient. While vice versa is the case for commercial banks. However

more Islamic banks during the study were operating at the optimum scale (CRS)

therefore we concluded that Islamic banks are more efficient then small commercial

banks in Pakistan.

Santhiyavalli, Sandhya. B,(Feb 2011), Service Quality Evaluation in select

Commercial Banks, made an attempt to evaluate the service quality of select leading

commercial banks by identifying the major factors responsible for customer

satisfaction. To support the objective of the study, SERVQUAL technique, based on

the model developed by Parasuraman et al. (1988), was adopted. The factor analysis

clearly indicates that among the five dimensions 'assurance', 'tangibility' and

'reliability' are the major factors responsible for customer satisfaction which stood at

74% with regard to the services provided by ICICI Bank. State Bank of India (SBI)

scored 94% on customers' satisfaction in respect of 'reliability', 'responsiveness',

'empathy' and 'tangibility'.

Ravi, Siva Prasad,(Feb 2011), an Analysis of Business Process Outsourcing

Strategies of Public and Private Sector Banks in India, deal with the recent trends of

Business Process Outsourcing (BPO) strategies and practices among banking

institutions in India. The study attempts to analyze BPOs used by private and

74
public banks using four dimensional descriptive conceptual dimensions of

outsourcing: 1) shoring model (vendor location/service creation), 2) sourcing model

(vendor type), 3) engagement model (number of vendors engaged), and 4) duration of

the engagement (contract period). The comparison of results reveals similar trends of

outsourcing for public and private banks. However, public banks are more regulated,

and thus are restricted from outsourcing of certain processes to avoid excessive risks

of privacy of data and information related to customers. From a financial strategic

point of view, in the long run, the underlying profit margins of a public bank might

have adverse effects.

Das, Kallol,(Jan 2011), CRM Best Practices: A Case Study on State Bank of India,

attempt to conduct a study of deployment of CRM Best Practices in the context of Indian

retail banking, specific to State Bank of India located in Surat city. The research objective

involves describing how the selected bank is deploying the CRM Best Practices toward

building relationships with their retail customers. The case study method is the

recommended research method in such situations when we deliberately want to cover the

contextual conditions because they may be highly pertinent to the phenomenon of study.

The study identifies 29 CRM Best Practices after extensive literature review. Further, the

case study elaborates how well the practices have been deployed in State Bank of India.

The case study report reveals that a few of the best practices are really well deployed.

However, the deployment with regard to a majority of the practices needs significant

improvement. There are six sources of evidence that can be used for triangulation of data.

The current study uses only two to three sources of evidence and as a result the construct

validity of the case study research is affected. This case study based on State Bank of

India will definitely inspire other lagging banks to go for comprehensive deployment of

CRM Best

75
Practices. Though several research papers have been published in the area of CRM

practices, no publication was found, across the countries, in connection to CRM Best

Practices.

Thiagarajan, Somanadevi, Ramachandran,(2011), an Empirical Analysis and

Comparative Study of Credit Risk Ratios between Public and Private Sector

Commercial Banks in India, carried out a study to measure the credit risk component

of the Indian Scheduled Commercial Banking sector by using data from the past ten

years (2001 - 2010). Our study illustrates how certain key credit risk ratios can be

used to measure the credit risk in the banking sector. The results indicate that there is

a consistent increase in the total loans to total assets ratio and total loans to total

deposits ratio for both public and private sector during the period of study.

70) Ravi Kumar Jain, Ramachandran Natarajan, 2011, Factors Affecting the

Outsourcing Decisions: A Study of the Banking Sector in India, made an empirical

study of outsourcing practices in the banking sector in India. The purpose of the paper

is to investigate the impact of factors which influence the decision makers' attitude

towards outsourcing. He found that the impact of perceived benefits, perceived

roadblocks, and perceived criticality on the attitudes towards outsourcing were found

to be strong and statistically significant. The impact of perceived risk was weak and

statistically insignificant. The model explaining the combined impact of these four

factors on outsourcing attitudes was also statistically significant.

Husni Ali Khrawish,(2011), Determinants Of Commercial Banks Performance, deals

with the Determinants of commercial banks performance. There are two categories,

namely internal and external factors that effects on commercial banks performance,

internal determinants of statement variables and non-financial statement variables.

While financial statement variables relate to the profitability, which are within the

76
control of bank management, can be broadly classified into two categories, i.e.

financial decisions which directly involve items in the balance sheet and income

statement; nonfinancial statement variables involve factors that have no direct relation

to the financial statements. External factors are those factors that are considered to be

beyond the control of the management of a bank.

Siraj. K. K & P. Sudarsanan Pillai,(2011), Asset Quality And Profitability Of Indian

Scheduled Commercial Banks During Global Financial Crisis, in their paper,

investigated the performance of Indian Scheduled Commercial Banks before and after

global financial crisis (2007-09). The development of banking sector and its stability

is essential for the overall development of the economy. The stability of banking

sector is determined on the basis of its performance and quality of assets. We examine

the various aspects of performance and asset quality of Indian Scheduled Commercial

Bank group wise. The Indian banking sector underwent structural changes during

post liberalization era with the implementation of prudential norms for income

recognition, provisioning and asset classification. The banking sector is going to

implement Basel III accord in the near forerun. The study is conducted using data

available for the period 199-00 to 2010-11. The results of the study indicate the

vulnerability of scheduled commercial banks to the financial crisis. Various indicators

that reflect efficiency of banks were affected during the financial crisis. A notable

result is the financial stability of public sector banks and increased susceptibility of

private sector and foreign banks during financial crisis.

Jain, Nishi S,(2011), Indian Banking: Value Creation for Competitive advantage in

Global Environment, focus on the competitive strategies of the banking sector and

how the sector derives competitive advantage by adopting different strategies because

the sector plays an important role in any economy. The study includes a

77
descriptive research by collecting the information from different banks and analyzing

it in order to describe the strategies followed by banks to face the global challenges.

The study helps in finding that the strategies followed by banks plays a very

significant role and banking sector functioning becomes smooth and in turn it helps in

the development of the country too. These strategies helps the banking sector to create

the healthy financial system as global challenges provide the opportunities to banking

sector to grow in both qualitative as well as quantitative.

66) Mohammad Firoz, 2011, IFRS preparedness of Indian Banking Industry, made

an attempt to analyze the preparations carried out by the Indian banking industry for

the implementation of the International Financial Reporting Standards on and after 1

April 2011.The paper is based upon the critical analysis of the financial statements of

the Indian banking industry and the relevant provisions of IFRS and other relevant

laws applicable for the Indian banking industry. The main finding of this paper is that

the Indian banking industry is preparing according to the target for convergence from

1 April 2011, but amendments in the various statutory laws of India are yet to be

implemented / approved by the government.

Lakshmi Kumar, D. Malathy, L. S. Ganesh, (2011), the Diffusion of ATM

Technology in Indian Banking, deal with technology diffusion in the banking sector in

India by analyzing ATM (automatic teller machine) technology and its replacement of

the teller (labor). ATMs are fast emerging as an important IT investment for a bank in

India. Hence, in this paper the authors use the ATM as a proxy for capital and the

teller as a proxy for labor. He found that the rapid diffusion of the ATM was clearly

large from 1998, nine years after it was first adopted. This was also a time when the

number of tellers was falling and the wage bill for tellers increasing. The CES

78
production function model used in this paper is clearly a good predictor of the data

compared with the other cases. The estimate shows that the degree of substitutability

of the teller by the ATM is high. However, the ATM is not a perfect substitute. By

running counterfactual experiments, it can be concluded that both a fall in the price of

ATMs and an increase in the wage bill for tellers contributed to the diffusion of the

ATM.

Firdaus Abdullah, Rosita Suhaini,(2011), Bank Service Quality Index: An Indicator

of Service Performance, aim to design and validate a new measuring instrument of

service quality, and ultimately to establish a national service quality index for the

banking sector. The primary contribution is the insight offered regarding what factors

affect service quality and the BSQ Index, a national indicator reflecting the level of

service quality within the banking sector. A factorial analysis suggests that service

quality has three dimensions namely Systemization, Reliable Communication and

Responsiveness, and subsequent multiple regression analysis revealed that

Systemization is the most important service quality dimension within the banking

sector. The overall weighted BSQ Index of 4.00 implies that banking customers are

generally pleased with the quality of services rendered by banking institutions.

Bandopadhyay, Kalpataru, Souvik Kumar, (Dec 2010), Risk Analysis of Scheduled

Commercial Banks in India, made an attempt to investigate how group characteristics

and bank-wise individual factors (credit policy, extent of hedging) influence the risk

of a bank and how they vary with time. Initially we used coefficient of variation and

K-means cluster analysis to explore the nature of the data. Further, we attempted a

mixed modeling strategy to model the net interest margin values, treated as a

surrogate of the exposed risk of a bank. The estimates of mixed model

79
 suggested that although there was an observed group-wise disparity in the level of

risk, risk is more sensitive towards the individual characteristics of the bank. It was

also observed in the study that the temporal effect on group-wise characteristics and

individual bank characteristics is minimal in determining their influence on the

exposed risk of a bank. The study indirectly demonstrates why Indian banks are

almost unperturbed even in the backdrop of collapse of big banks in US and Europe.

Padmaja R, (Nov 2010), A Study of Customer Relationship Management in Banks

with reference to Bank of India, Hyderabad, viewed that

Todays customers buying decisions are not based simply on the quality of the product but with the

relationship they have with the company. Banking industry has gone through many changes,

privatization to nationalization and back to privatization with the international players on the one

hand and on the other hand accepting deposits and giving advances to expanding services to wide

variety of products. It is the responsibility of the organizations to provide what they need so that they

can do their job properly. In today's world, we do business with individuals or groups with whom we

may never meet and hence much less known in person to person sense. Customer Relationship

Management is about creating the feel of comfort in this high tech environment. This paper focuses

the role of Customer Relationship Management in banking sector and the need for Customer

Relationship Management to increase customer value and Customer Relationship Management in

Banks with special reference to Bank of India, Hyderabad.

Hagendorff Jens, Collins Michael,(Sep 2010), Board Monitoring, Regulation and

Performance in the Banking Industry, examine how the interaction between bank-level

monitoring and regulatory regimes influences the announcement period returns of

acquiring banks in the US and twelve European economies. Three board monitoring

80
mechanisms were studied - independence, CEO-chair duality, and diversity - and their

effectiveness was analyzed in preventing underperforming merger strategies under bank

regulators of varying strictness. Only under strict banking regulation regimes, do board

independence and diversity improve acquisition performance. In less strict regulatory

environments, corporate governance is virtually irrelevant in improving the performance

outcomes of merger activities. Results indicate a complementary role between monitoring

by boards and bank regulation. This study is the first to report evidence consistent with

complementarily by investigating the effectiveness (rather than the prevalence) of

governance arrangements across regulatory regimes. Attempts to improve the ability of

bank boards to critically assess managerial initiatives are most likely to be successful if

internal governance is accompanied by strict industry regulation.

Karthikeyan, K; Karthi, R,(July 2010), Impact of Training in Indian Banking Sector, an

Empirical Investigation, view that employee training is becoming a necessity to every

organization now-a day. Employees are entrusted different roles and responsibilities in the

banks. Training enables them to carry out these roles and responsibilities efficiently and

also learn new things, which will prepare them to take up higher responsibilities in the

future. In this study the researcher studies the existing practices of the various aspects of

training program and its effectiveness in selected public and private sector banks in

Tiruchirappalli District, South India. This is mainly to assess the present status of the

employee effectiveness in discharging the roles and responsibilities in tune with the

objectives of the bank. The aim is to assess the effectiveness of the various facets of

training i.e. employee's attitude towards training inputs; quality of training programmes;

training inputs and application of training inputs to the actual job.

Bodha B. S. Bajaj, Richa Verma,(Feb 2010), an Analysis of Efficiency of Private Sector

Banks in India, aim to examine the efficiency, benchmarks and targets for private sector

81
banks operating in India. Keeping in view the limitations of ratio analysis techniques,

production approach of Data Envelopment Analysis (DEA) was applied to judge the

efficiency of private sector banks. In this model, banks are considered as service providers,

and while interest expenses, non-interest expenses and the Non-Performing Asset (NPA)

ratio, i.e., net NPAs to net advances, are considered as input variables, deposits, advances

and investments are considered as the output variables. The paper analyzes the efficiency

of 29 private sector banks with the dataset ranging from the period 1998-99 to 2005-06.

The results of the study indicate that there is a lot of scope for the private sector banks to

improve their efficiency level, as, at the most, only 31.25% private sector banks were

found efficient during the entire study period. The results indicate that a majority of private

sector banks in India need to take steps to decrease the NPA level and improve their output

parameters, such as deposits, advances and investments, because they have failed to

acquire full efficiency score in all the years under study.

Kumar, Sunil, Gulati, Rachita,(2010), Measuring Efficiency, Effectiveness, and

Performance of Indian Public Sector Banks, compare the efficiency, effectiveness, and

performance of27 public sector banks (PSBs) operating in India by using a two-stage

performance evaluation model. Using the cross-sectional data for the financial year

2006/2007, the technique of data envelopment analysis has been used for computing the

efficiency and effectiveness scores for individual PSBs. The overall performance scores

have been derived by taking the product of efficiency and effectiveness scores. The

empirical results reveal that high efficiency does not stand for high effectiveness in the

Indian PSB industry. A positive and strong correlation between effectiveness and

performance measures has been noted. Further, on the efficiency front, State Bank of

Travancore appears as an ideal benchmark, while State Bank of Bikaner and Jaipur, and

State Bank of Mysore emerge as ideal benchmarks on the effectiveness front. The practical

82
implication of the research findings is that in their drive to improve overall performance,

Indian PSBs should pay more attention to their income-generating capabilities (i.e.

effectiveness) relative to their ability to produce traditional outputs.

Suganthi J, Santhi,(2010), a Study on Operational Efficiency and Profitability of Banks,

view that the global economy has begun to recover from the deep recession set off by the

financial crisis. This recovery is underpinned by output expansion in emerging market

economies (EMEs), particularly those in Asia. In India, GDP growth in the first quarter of

2009-10 at 6.1 per cent represents a modest recovery over the 5.8 per cent growth recorded

during the preceding two quarters in the second half of 2008-09. As per the International

Monetary Fund (IMF) estimates, world economy has expanded by 3 per cent in the second

quarter. The pace of recovery is uncertain. Though Indian Banking is above the global

meltdown, there have been significant shift in the Indian Banks which could affect in a

slowdown of India's aggressive growth plans. This situation requires an in depth study of

efficiency of the banks and factors responsible for success and failure of banks. The

present study aims at analyzing the efficiency among the Top three India's Best Bank in

India. This study has evaluated the various factors influencing the efficiency of three banks

using ratios and statistical tools. The study has indicated that the variable Return on Assets

have significant relationship with Net Profit.

Khanna, Ashu,(Oct 2009), A Study to investigate the reasons for Bank frauds and the

implementation of preventive security controls in Indian Banking System, seek to evaluate

the various causes that are responsible for banks frauds. It aims to examine the extent to

which bank employees follow the various fraud prevention measures including the ones

prescribed by Reserve Bank of India. It aims to give an insight on the perception of bank

employees towards preventive mechanism and their awareness towards various frauds. The

study signifies the importance of training in prevention of bank frauds. A strong

83
system of internal control and good employment practices prevent frauds and mitigate

losses. The research reveals that implementation of various internal control mechanisms

are not up to the mark. The results indicate that lack of training, overburdened staff,

competition, low compliance level (the degree to which procedures and prudential

practices framed by Reserve bank of India to prevent frauds are followed) are the main

reasons for bank frauds. The banks should take the rising graph of bank frauds seriously

and need to ensure that there is no laxity in internal control mechanism.

Mahesh, H. P Rajeev,(Mar 2009), Producing Financial Services: An Efficiency Analysis

of Indian Commercial Banks, attempt to examine the changes in the productive efficiency

of Indian commercial banks after the financial sector reforms initiated in1992. Using

stochastic frontier technique we estimate bank specific deposit, advance and investment

efficiencies for the period 1985-2004. Our results show that deregulation has significant

impacts on all three types of efficiency measures. While deposit and investment

efficiencies have improved, advance efficiency has declined marginally. Public sector

banks as a group ranks first in all the three efficiency measures showing that, as opposed to

the general perception, these banks are doing better than their private counterparts. Private

Banks however have shown marked improvement during the post-liberalization period in

terms of all three types of efficiency measures.

Pai V. S,(2009), a Study of Profitability and Efficiency of Banks in India, compares

profitability and efficiency of banks operating in India. Four categories of banks (based on

RBI classification) were considered for the study. These were SBI and Associated Banks,

Nationalized Banks, Scheduled Commercial Banks and Foreign Banks. The period of

study was 2006-08. First, ANOVA was used to determine whether there existed variability

among the bank groups with regard to Return on Assets (ROA) and Profit per Employee

(PPE). The tests revealed significant variation in profitability and efficiency with regard to

84
the bank groups being studied. It was then decided to use discriminant analysis to classify

the groups as 'high profitable cum high efficient banks' and 'low profitable cum low

efficient banks' relative to each other. The discriminant analysis revealed foreign banks as

high performing banks where as the remaining three groups as low performing banks.

Valentina Flamini, Calvin Mcdonald, And Liliana Schumacher,(2009), The

Determinants Of Commercial Bank Profitability In Sub-Saharan Africa, use a sample of

389 banks in 41 SSA countries to study the determinants of bank profitability. We find that

apart from credit risk, higher returns on assets are associated with larger bank size, activity

diversification, and private ownership. Bank returns are affected by macroeconomic

variables, suggesting that macroeconomic policies that promote low inflation and stable

output growth does boost credit expansion. The results also indicate moderate persistence

in profitability. Causation in the Granger sense from returns on assets to capital occurs

with a considerable lag, implying that high returns are not immediately retained in the

form of equity increases. Thus, the paper gives some support to a policy of imposing

higher capital requirements in the region in order to strengthen financial stability.

Rao, Nageshwar, Tiwari, Shefali,(Oct 2008), A Study of Factors affecting Efficiency of

Public Sector Banks, view that Banking industry in India is all poised for a major leap in

coming years. The year 2004 witnessed some major positive changes in this industry.

Falling interest rates, a pickup in demand for loans, chiefly in retail sector and good

spreads in treasury transactions caused a substantial face lift to all players in the banking

sector. All top rated banks have succeeded in reducing their NPA's by around 65% to

100%. The growth in business is also an impressive 24-41%. But, one thing that is sending

alarm signals is that stronger banks are becoming stronger and weaker ones are in the

process of being wiped off. This calls for an in depth study of efficiency in the public

85
sector banks, the factors responsible for success and failure of banks. The present study

aims at finding answers to similar questions and reveal efficiency determinants amongst

public sector banks in India. This study has evaluated the factors affecting the efficiency of

public sector banks using twenty three variables, employing product moment correlation.

Pratap Sinha,(July 2008), Profit Efficiency of Indian Commercial Bank, seek to compare

the Indian commercial banks (for the reform period) in respect of their ability to generate

operating profit by using the data envelopment approach under both constant and variable

returns to scale. The years of analysis are 1998-99, 2000-01, and 2002-03. The results

show that the observed commercial banks have diverged in terms of technical and scale

efficiency in 2000-01 as compared to 1998-99. However, the trend has been somewhat

reversed in 2002-03. Further, most of the commercial banks exhibited decreasing returns to

scale for the years of study. The observed private sector banks have higher mean technical

efficiency scores as compared to their public sector counterparts. A comparison of the

mean technical and scale efficiencies of the public sector commercial banks with regard to

private sector commercial banks shows that for 1998-99 and 2002-03, the observed public

sector commercial banks have higher mean scale efficiency scores than the observed

private sector commercial banks.

Ahmed Ebrahim, Iftekar Hasan, (2008), the Value Relevance of Product Diversification

in Commercial Banks, examine differences in the value relevance of commercial bank

earnings components from interest and noninterest banking activities. Specifically, it

studies market reaction to changes in bank earnings from noninterest sources resulting

from expansion into new financial services other than the traditional intermediation

activities. A sample of commercial banks between 1993 and 2002 is used. Results show

that annual abnormal returns have more significant positive relation with changes in the

noninterest component of bank earnings compared with changes in the interest component

86
of earnings. These results are more obvious for small banks and after 1999, the year in

which the Gramm-Leach-Bliley Act allowed banks to expand into more noninterest

banking activities.

Ray, Subash C,(Feb 2007), Are some Indian Banks too large? An Examination of size

efficiency in Indian Banking, use data from the years 1997-2003 to evaluate the size

efficiency, as distinct from scale efficiency, of Indian banks. Following Maindiratta

[Maindiratta A (1990) J Econ 46:39-56] we consider a bank to be "too large" if breaking it

up into a number of smaller units would result in a larger output bundle than what could be

produced from the same input by a single bank. When this is the case, the bank is not size

efficient. Our analysis shows that many of the banks are, indeed, too large in various years.

We also find that often a bank is operating in the region of diminishing returns to scale but

is not a candidate for break up.

G. Bharathi, Kamath,(2007), the Intellectual Capital Performance of Indian Banking

Sector, seek to estimate and analyze the Value Added Intellectual Coefficient (VAIC(TM))

for measuring the value-based performance of the Indian banking sector for a period of

five years from 2000 to 2004. Annual reports, especially the profit/loss account and

balance-sheet of the banks concerned for the relevant years, were used to obtain the data. A

review is conducted of the international literature on intellectual capital with specific

reference to literature that reviews measurement techniques and tools, and the VAIC(TM)

method is applied in order to analyze the data of Indian banks for the five-year period. The

intellectual or human capital (HC) and physical capital (CA) of the Indian banking sector

is analyzed and their impact on the banks' value-based performance is discussed. The study

confirms the existence of vast differences in the performance of Indian banks in different

segments, and there is also an improvement in the overall performance over the study

period. There is an evident bias in favor of the performance of foreign banks

87
compared with domestic banks. All 98 scheduled commercial banks are studied as per the

information provided by the Reserve Bank.

Singh, Dharmendra,(Aug 2006), Evaluation of Private Sector Banks in India, view that

the banking and financial sector in India underwent a significant liberalization process in

the early 1990s, which led to reforms in the banking and financial sector and changed the

Indian banking structure. During the period from 1992 to 1997, interest rates were

liberalized and banks were allowed to fix lending rates. By 1977 CRR was reduced to

9.5% and SLR was reduced to 25%. As a sequel to these reforms, new private sector banks

were allowed entry in the market. Many of these private sector banks brought with them

new technologies. Private sector banks started product innovation and competition. Even

then Indians prefer nationalized banks for their services. The failure of Global Trust Bank

made Indian depositors to question the sustainability of private sector banks. This paper

attempts to undertake SWOT Analysis of 20 old and 10 new private sector banks. These

banks have also been ranked on the basis of financial data for the years 2003, 2004 and

2005.

Sachan Amit, Anwar Ali,(Apr-June 2006), Competing in the Age of Information

Technology in Developing Economy: Experiences of an Indian Bank, describe how

banking in India has changed after developments in information technology in the last

decade. The new private and foreign banks, which are strong in technology, are giving

tough competition to old public sector banks. Private Banks have pioneered Internet

banking, phone banking, anywhere banking, mobile banking, debit cards, automatic teller

machines (ATMs), and retail banking in urban India. This case is about the VN Bank, a

public sector bank that has to formulate its strategy in order to compete in this new

environment. The case also explores the opportunity and challenges for the bank in rural

India and makes readers think about how information technology can help the bank in

88
building a strong position in the rural markets. The findings of the case study also can be

generalized across other developing countries, where domestic companies are facing tough

competition from foreign and private players.

Vyas, Richa Sharma, May 2006, A Comparative Study of Cross selling Practices in

Public and Private Sector, studied cross-selling practices in Indian public and private

sector banks through the case study method. The study revealed that cross-selling practices

in public sector and private sector banks are quite different. These differences emerge

mainly from their different philosophy, background and distinct target customer segments.

However, both sectors can learn from each other; public sector banks can introduce

specialized training and incentives, whereas private sector banks need to introduce

appropriate control mechanisms and avoid indiscriminate cross-selling. The paper also

brings out the elements of successful cross-selling in India. Journal of Financial Services

Marketing (2006) 10, 123134.

Cheng-Ping Chang,(Mar 2006), Managing Business Attributes and Performance for

Commercial Banks, views that there are many limitations to using traditional statistical

methods to study financial performance. Fortunately, Teng (1982) introduced "The Grey

System Theory" to supplement those limitations and it's more suitable to evaluate the

financial ratios into research variables using the Grey Relations Analysis to find the

significant financial ratio variables and financial indicators to affect the financial

performance of commercial banks in Taiwan. In conclusion, there is a significant

relationship between attributes and financial performance of commercial banks. Moreover,

managers have to value and understand the performance and factors of commercial banks

in order to decrease the operating risk.

Selcuk Percin, Tuba Yakici Ayan,(2006), Measuring Efficiency of Commercial Banks in

a Developing Economy, conducted a survey to evaluate the efficiency of commercial

89
banks in Turkey using a Data Envelopment Analysis (DEA) and Malmquist Productivity

Index (MPI) methodologies. For this purpose, two outputs representing total loans and

non-interest income, and four inputs representing the number of employees, physical

capital, non-deposit funds and total deposits are selected for a two-year (2003-2004) period

in the analysis. Using data for the year 2004, 11 of the 31 banks are found to be efficient

under CRS, while 16 of them efficient under VRS assumption. Also, for the year 2003, 16

of the 31 banks have been calculated efficient under CRS while 23 of them efficient under

VRS assumption. In addition to efficiencies of banks, it has been found that there is an

increase of banks efficiency changes over the time period of 2003-2004. In this paper, the

DEA models are solved using a modeling system called LINDO (linear, interactive,

discrete optimizer) 6.1 software package.

Jui-Chu Lin, Jin-Li Hu, Kang-Liang Sung,(Dec 2005), the Effect of Electronic Banking

on Cost Efficiency of Commercial Banks: An Empirical Study, investigate the effect of

electronic banking, as measured by the extent to which banks make use of automatic teller

machine (ATM), on their cost efficiency, before and after the 1997 Asian financial crisis.

They used stochastic frontier analysis (SFA) approach to investigate the cost efficiency of

35 commercial banks in Taiwan from 1995 to 2001 and compare their operating

performance before and after the Asian financial crisis. A bank's efficiency cannot be

improved by merely increasing its ATM numbers: It should perhaps be in coordination

with other electronic businesses, such as interactive video terminal (IVT) system,

automated clearing house (ACH) system point of sale (POS) system, remote banking

system, financial electronic data exchange interchange, and even internet banking. The

more bank branches there are, the more inefficient the banks. On average, a bank's cost

inefficiency is significantly higher after the 1997 Asian financial crisis.

90
Goyal Parul, Sharma, Kirti,(Oct 2004-Mar 2005), the State Bank of India: A

Progressive Study of Transformation of a Socialistic Welfare Organization into a Market

Entity, view that that State Bank of India (SBI) is one of the oldest banks in India.

Primarily set up as a financial institution to take care of interests of the traders, this bank

had to undergo basic changes in order to cater to the needs of independent India. As was

the requirement of a newly independent country, SBI focused primarily on development

issues for the under privileged and rural development. This bank also became the

facilitator for the development of the industrial infrastructure of the country. The bank had

to radically change in 1991, when the country faced acute financial stress. This paper

compares the bank's performance on international performance parameters (pre 1991 and

post 1991 figures) in order to understand the changes the bank had to undergo to adjust to

the new circumstances. They also compared the current performance figures with two

other banks to understand the bank and its activities with those of peer banks.

Anonymous,(June 2004), Investment Portfolio of Scheduled Commercial Banks, has

discussed that the aggregate investments in approved securities of scheduled commercial

banks constituted 42.7% of their aggregate deposits at the end of March, 2003. Credit-

deposit ratio, which declined from 58.6% in1996 to 51.1 in1999, showed an increasing

trend thereafter and stood at 56.9% as on the last Friday of March 2003. The investment-

deposit ratio also showed an increasing trend after 1999. However, high increase in

investment-deposit ratio in2002-2003 clearly indicates banks' preference towards enlarging

their relatively safe investments portfolio as compared to their advances. But the aggregate

investments of scheduled commercial banks (excluding RRB) registered a growth of

16.5% during 2002-03, relatively lower than the growth of 18.3% witnessed in2001-02.

Following the declining trend of CRR, as per the monetary policy

91
announcements in recent years, the cash-deposit ratio exhibited a downward trend after

2000.

Ganesan P,(July-Dec 2003), Impact of Priority Sector Advances on Profitability of Public

Sector Banks in India, re-examines the repeated observations of economists and bankers

that whether the priority sector advances have actually eroded the profitability of the

public sector banks. Concessional interest rate, the subsidy rate and credit outstanding to

priority sectors have increased over the years. The total amount of interest income loss

in1974 was Rs.34.13 crores (one crore = 10 million) which had gone up to the maximum

of Rs.973.25 crores in1990-91 declined to Rs. 108.24 crore in1998-99. The income loss

ratios are substantially higher than the profitability ratios and the differences between them

have increased. Consequent to the introduction of reforms in financial sector, the banks

began to step-down the target for priority sector credit and thus there was decline in the

income loss ratios, which subsequently increased the profitability ratios, thus establishing

the fact that the priority sector advances, concessional lending and cross subsidization of

advances adversely affected the profitability of Indian Public sector Banks (PSB).

Wei-Ling Song,(2003), Coexistence And Specialization Of Investment Banks And

Commercial Banks, views that prior research documents that commercial banks underwrite

bonds with lower net yields than investment banks and concludes that commercial banks

are superior underwriters. However, such a conclusion is inconsistent with the observed

prominent role of investment banks in underwriting. This paper demonstrates that the

findings of prior research are driven by the empirical methodology employed. This

methodology does not permit individual underwriters to possess different comparative

advantages and to serve different clienteles. When such factors are included, the results are

markedly different from those of prior studies. On average, both types of

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underwriters serve their bond-issuing clients better than the other would and obtain

significantly higher bond prices for them. The findings demonstrate that firms select

rationally between underwriter types, seeking to minimize the total costs of bond issuance.

Prof. Dr. Mohi-Ud-Din Sangmi And Dr. Tabassum Nazir, Analyzing Financial

Performance Of Commercial Banks, view that the sound financial health of a bank is the

guarantee not only to its depositors but is equally significant for the shareholders,

employees and whole economy as well. As a sequel to this maxim, efforts have been made

from time to time, to measure the financial position of each bank and manage it efficiently

and effectively. In this paper, an effort has been made to evaluate the financial performance

of the two major banks operating in northern India .This evaluation has been done by using

CAMEL Parameters, the latest model of financial analysis. Through this model, it is

highlighted that the position of the banks under study is sound and satisfactory so far as

their capital adequacy, asset quality, Management capability and liquidity is concerned.

Yansheng Zhang & Longyi Li, Study on Balanced Scorecard of Commercial Bank in

Performance Management System, deal with the performance management of commercial

banks is an important aspect of banking business management. this paper makes study

about how to use the Balanced Scorecard as a tool, which is applied to commercial banks

performance management system, and points out that it breakthrough the defects in the

traditional single application of financial indicators which measures performance. And it

raises the value of performance management appraisal system based on the introduction of

customer factors, internal business processes, employee learning and growth and financial

factors. This paper also makes study about the commercial banks in the performance of the

Balanced Scorecard Management System mechanism, the strategy of application,

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application limitations, and outlook on the future of commercial banking services model

based on the above points.

Smith Warren L,(Nov 59), Financial Intermediaries and Monetary Controls,

analyzes the role of non-bank financial intermediaries in the financial structure of the

economy, its relation to the commercial banking system and the impact of its growth

on the monetary policy. The recent argument studies about the similarities of financial

intermediaries on commercial banks. It is a considerable oversimplification which

exaggerates the similarities between commercial banks and financial intermediaries.

The role of intermediaries in the process of credit expansion differs from that of

commercial banks in three important respects. The analysis suggests that financial

intermediaries have not contributed very much to instability of monetary policy.

1.9 NEED FOR THE STUDY AND STATEMENT OF THE PROBLEM

Financial statements are prepared primarily for decision-making. They play a

dominant role-in setting the framework of management decisions. But the information

provided in financial statements is not an end itself as no meaningful conclusions can be

drawn from these statements alone. The information provided in the financial statements

is of immense use in making decisions through financial analysis. Financial analysis is

"the process of identifying the financial strengths and weakness of a firm by properly

establishing relationship between the items of the balance sheet and the profit and loss

account". There are various methods or techniques used-in-financial analysis such as

comparative balance sheets statements, trend analysis, common size statements, schedule

of changes in working capital, funds flow and cash flow analysis, cost volume-profit

analysis, and particularly in banking sector, the financial analysis is very much essential

as they deal with public money, ratio analysis

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is one that methodically classifies the data of banks income statement and Balance

sheet by establishing the relationship among various items of those statements,

wherefrom many performance indicators can be received by the mangers and can

understand well about the functioning and financial performance of a bank. It is very

vivid that the financial performance of individual banks differ from one to another,

however, the performance as discussed is also distinguishable between public sector

banks and private sector banks. So in the present study the statement of the problem is

undertaken as FINANCIAL ANALYSIS OF COMMERCIAL BANKS A

COMPARATIVE STUDY.

1.10 OBJECTIVES OF THE STUDY

The main objective of the study is to analyze and compare the financial

performance of select banks in terms of Deposits mobilization, Lending and Recovery

Performance and Investment, Management efficiency and profitability of public and

private sector banks through select financial ratios. Hence, the specific objectives of

the study are:

1. To find out various financial services and facilities offered by the public and

privat e sector banks.

2. To compute and compare the financial performance of SBI and HDFC through

select parameters, namely, trends of Deposits, Lending, and Recovery

Performance.

3. To evaluate and compare financial and fiscal performance and Investment and

Management efficiency as well as profitability of select Banks through ratios.

1.11 HYPOTHESES OF THE STUDY

Ho1: There is no significant difference in the volume of Demand

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Deposits, of SBI and HDFC Bank.

Ho2: There is no significant difference in the volume of Savings Deposits of

SBI and HDFC Bank

Ho3: There is no significant difference in the volume of Term Deposits of SBI

and HDFC Bank

Ho4: There is no significant difference in the total volume of loans &

advances.

Ho5: There is no significant difference in the total volume of term loans of

SBI and HDFC bank.

Ho6: There is no significant difference in the total volume of short term loans

of SBI and HDFC bank.

Ho7: There is no significant difference in Recovery Performance between SBI

and HDFC Bank.

Ho8: The financial performance in terms of Investment Valuation Ratios of

SBI and HDFC bank does not differ significantly.

Ho9: The financial performance in terms of Profitability Ratios of SBI and

HDFC Bank does not differ significantly.

Ho10: The financial performance in terms of Debt Coverage Ratios of SBI and

HDFC bank does not differ significantly.

Ho11: The financial performance in terms of Profit and Loss Account Ratios

of SBI and HDFC does not differ significantly.

Ho12: The financial performance in terms of Management Efficiency Ratios

of SBI and HDFC bank does not differ significantly.

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1.12 SCOPE AND LIMITATIONS OF THE STUDY

The present study focuses on a critical evaluation of financial performance of

select public sector and private sector banks through financial, fiscal,

Investment, Management efficiency and profitability ratios. It also compares

the financial performance of SBI and HDFC over select parameters, namely,

trends of Deposits, Lending, and Recovery Performance. Though the study is

very comprehensive in nature, it is subjected to the following limitations, they

are:

One of the major limitations of this study is all the banks in Hyderabad were

not considered as the network of operation of all the banks is quite

distinguishable.

The banks considered are SBI from Public sector Banks and HDFC from

private sector banks as they are the leading banks.

Co-operative banks and foreign banks are kept out of the study as they

follow different set of guidelines given by RBI.

1.13 DATA SOURCES AND METHODOLOGY

The study is a case method of Research and comparative analysis in nature. The

study used only secondary data that was collected from research articles, books

related and thesis works already done on the topic and particularly from annual

reports of SBI and HDFC Bank. State Bank of India (SBI) and Housing

Development Finance Corporation Limited (HDFC) are selected as sample banks

for the study as they are top banks in the domain of public and private sectors. The

total time period of the study is 5 years, i.e. 2008-2012. To prove the

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 authenticity of the findings, t-Test and Test of difference between proportions are

employed.

1.14 CHAPTERISATION SCHEME OF THE STUDY

The study titled Financial Analysis of Commercial Banks A comparative

study is divided into six chapters and presented as follows:

Chapter I Introduction

This chapter presents the conceptual framework and an overview of Banking sector as

well as the Research Methodology including Review of Literature.

Chapter II Financial Analysis-An Overview

This chapter presents the financial analysis and tools with specific reference to

banking sector

Chapter III Profile of SBI and HDFC

This chapter presents the brief profile and mile stones of SBI and HDFC.

Chapter IV Depository, Lending and Recovery Performance of select Banks

an Analysis

This chapter depicts the analysis of growth of deposits and lending performance of

select banks in an analytical way. Also presents the trends over the performance in

recovery of loans given and NPA analysis of select banks.

Chapter V Financial Performance of select banks - A comparison.

This chapter presents the Investment Valuation Ratios, Management Efficiency

Ratios, Leverage Ratios and Profitability Ratios as well as a comparison of SBI to

HDFC Bank.

Chapter VI Summary of Findings, Suggestions & Conclusion

This chapter presents the findings of the study and suggestions and finally the

summary of the study in terms of conclusion.

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