Professional Documents
Culture Documents
Commercial Banking
Introduction of banking :
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the country.
According to Section 5 (c) of the Banking Regulation Act, 1949 Banking Company means any company which transacts the business of
banking in India. Section 5 (b) of the act defines banking as accepting for
the purpose of lending or investment of deposits of money fro the public
repayable on demand or otherwise and withdrawable by cheque, draft, order
or otherwise.
Banking services also serve two primary purposes. First, by
supplying customers with the basic mediums-of-exchange (cash, checking
accounts, and credit cards), banks play a key role in the way goods and
services are purchased. Without these familiar methods of payment, goods
could only be exchanged by barter (trading one good for another), which is
extremely time-consuming and inefficient. Second, by accepting money
deposits from savers and then lending the money to borrowers, banks
encourage the flow of money to productive use and investments. This in turn
allows the economy to grow. Without this flow, savings would sit idle in
someones safe or pocket, money would not be available to borrow, people
would not be able to purchase cars or houses, and businesses would not be
able to build new factories the economy needs to produce more goods and
grow. Enabling the flow of money from savers to investors is called financial
intermediation, and thus, banking is extremely important to a free market
economy.
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Significance of Banks
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i)
ii)
iii)
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Banking in India
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Banking in India act as a connected link between the borrowers and lenders
of money. The banks main activity should be to do the business of banking
which should not be subsidiary to any other business. Thus, a bank should
always add the word Bank to its name to enable people to know that it is a
bank and is dealing in money.
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(i)
Current Account,
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(ii)
(iii)
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Further, by keeping deposits with banks, depositors money is not secure and
remains in safe custody, but it yields interest also. Moreover, banks demand
deposits are in the form of liquid cash, for they serve as money to the
business community and, therefore, are called bank money.
2.
Lending of funds
Another major function of commercial banks is to extend loans and
advances out of the money which comes to them by way of deposits to
businessmen and entrepreneurs against approved such as gold or silver
bullion, government securities, easily saleable stocks and shares, and
marketable goods.
Banks advances to customers may be made in many ways:
(i)
Overdrafts,
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(v) Term Loans: Banks give term loans to traders, industrialists and now to
agriculturists also against some collateral securities. Term loans are so-called
because their maturity period varies between 1 to 10 years. Term loans as
such provide intermediate or working capital funds to the borrowers.
Sometimes, two or more banks may jointly provide large term loans to the
borrower against a common security. Such loans are called participation
loans or consortium finance.
(vi) Consumer Credit: Banks also grant to households in a limited amount
to buy some durable consumer goods such as television sets, refrigerators,
etc; or to meet some personal needs like payment of hospital bills, etc. such
consumer credit is made in a lump sum and is repayable in installments in a
short time. Under the 20-point programme, the scope of consumer credit has
been extended to caver expenses on marriage funeral etc; as well.
(vi) Miscellaneous Advances: Among other forms of bank advances there
are packing credits given to exporters for a short duration, exports bills
purchased/ discounted, import finance - advances against import bills,
finance to the self employed, credit to the public sector, credit to the
cooperative sector and above all, credit to the weaker sections of the
community at concessional rates.
3.
i)
ii)
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A crossed cheque, on the other hand, is one that is crossed by two parallel
lines on its face at the left hand corner and such a cheque is not immediately
encashable. It has to be deposited only in the payees account. It is not
negotiable.
In modern business transactions, the use of cheques to settle debts is
found to be much more convenient than the use of cash. Commercial banks,
thus, render an important service by providing an inexpensive medium of
exchange such as cheques. In fact, a cheque is also considered as the most
developed credit instrument.
4.
Remittance of Funds:
Commercial banks, on account of their network of branches
throughout the country, also provide facilities to remit funds from one place
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known as non-banking functions. They perform a multitude of other nonbanking functions which may be classified as:
1. Agency Services, and
2. General Utility Services.
1.
Agency Services
Bankers perform certain functions for & on behalf of their clients, as:
a)
b)
c)
d)
e)
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3) They also mobilize idle saving resources from households to business people
for productive use.
4) They transmit money from place to place with economy and safety.
5) Their agency services are, no doubt, of immense value to the people at large,
as they case their difficulties, save their time & energy &provide them safety
& security.
NATIONALISATION OF COMMERCIAL BANKS
By the 1960s, the Indian banking industry has become an important tool to
facilitate the development of the Indian economy. With effect from July 19,
1969, 14 largest commercial banks were nationalized. A second dose of
nationalization of 6 more commercial banks followed in 1980. The stated
reason for the nationalization was to give the government more control of
credit delivery. With the second dose of nationalization, the GOI controlled
around 91% of the banking business of India. After this, until the 1990s the
nationalized banks grew at a place of around 4%, closer to the average
growth rate of the Indian economy. So, these nationalization of banks was
carried out with the aim of removal of control by a few and to bring about
a more optimal allocation of bank funds. After nationalization, the credit
policy of public sector banks underwent a radical change, with special
emphasis being placed on credit to priority sectors including agriculture,
small scale industry and programmes for poverty alleviation.
The main objectives of nationalization were as follows:
1. To introduce social banking by directing bank funds at concessional rates
to the weaker sections of societ for productive purposes.
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major
1. Achievements:
(a) Lead Bank Scheme: After nationalization, it was felt that banks should
be allotted particular districts where they would take the lead in studying the
need and scope for banking development. Under the scheme, districts were
allotted to the State Bank Group, 14 nationalised banks and 3 private banks.
Each bank was assigned the status of lead bank in a particular district. The
lead bank had to study and understand the socio-economic condition of the
district and undertake surveys for this purpose. Through the surveys the lead
bank would collect useful information about the credit needs, development
needs and pattern of production and nature of employment in the district.
After such information was gathered, the lead bank would then plan and
implement development programmes in the area, with the help of other
banks and financial institutions. This scheme was a unique experiment and it
helped in branch expansion, deposit mobilization and expansion of priority
sector lending.
(b) Branch Expansion: After nationalization, there was massive expansion
of bank branches, especially in the rural areas. The Lead Ban k scheme
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played played a major role in this. During the first fifteen years after
nationalization, branches expanded at about 2,400 per year. Total number of
bank branches has increased from 8262 in 1969 to 67,283 in 2007.
Over 80% of bank offices are located in backward states and in semi-urban
areas and rural areas. This, to some extent took care of regional imbalance in
the spread of banking.
(c) Deposit Mobilization: As a result of expansion of banking facilities,
there was a large increase in deposits. In 1969, deposits amounted to 13% of
the GDP, by 2004 this ratio increased 350 times. The increase in rural
deposits as production of total has been from 3% to 15%. Bank deposits
now constitute about 40% of financial assets held by households.
(d) Bank Lending: Traditionally, banks in India had concentrated in
providing working capital to industry and trade. Only after nationalization,
loans are being given for agricultural operations. Bank credit stood at Rs. 3,
399 crore in 1969. In the next 3 decades, his increased by about 200 times.
In 1968, large and medium industries accounted for about 200 times. In
1968, large and medium industries accounted for about 60% of aggregate
bank credit. Agriculture accounted for about 2%. This changed drastically
after nationalization and bank credit to priority sector, including agriculture
was close to 40% of total credit.
(e)
Directed
Credit
Programmes:
A major
objective
of
bank
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2.
Shortcomings:
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Scheduled banks
- Scheduled Banks:
A scheduled bank is one which is registered in the second schedule of the
Reserve Bank of India. The following conditions must be fulfilled by a bank
for inclusion in the schedule:
i)
ii)
It must satisfy the Reserve Bank of India that its affairs are not conducted
in a manner detrimental to the interests of its depositors.
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Scheduled banks come under the purview of the various credit control
measures of the Reserve Bank of India. They are required to maintain a
certain minimum balance in their accounts with the RBI, and do certain
things prescribed by law. The Scheduled banks are entitled to borrowings
and rediscounting facilities from the RBI. These are similar to the member
banks of the U.S.A.
- Non- Scheduled Banks:
Banks, which are not included in the Second Schedule of the RBI, are
known as non-scheduled banks. They may be classified into 4 groups:
a)
b)
c)
Banks with paid-up capital and reserves ranging between one lakh
of rupees and 5 lakhs;
d)
Non- Scheduled banks are not entitled to all those facilities that the
scheduled banks avail of from the Reserve Bank of India. Since the
enactment of the Banking Regulation Act in 1949, non-scheduled banks
have also come under the ambit of the RBI control. It has become obligatory
on the part of these banks to carry a portion of their deposits with the RBI or
in the vault with the bank itself, and prepare their annual accounts and
balance sheets in accordance with the requirements stipulated in Section 29
of the Banking Companies Act.
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DEBIT CARD
ATM
CREDIT CARD
ONLINE BANKING
TELEPHONE BANKING
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demands aggression laced with caution, in turn, calls for highly efficient
management by the banks of both liabilities and assets.
These banks have to work in a market which will not know any
geographical barriers and therefore will have to develop abilities of product
innovation and delivery comparable to the best in the world.
Competition from global majors
Globalization and integration of Indian financial market with world
and the consequent entry of foreign players in domestic market has infused,
in its wake, brutal competitive pressure on the Indian commercial banks.
Foreign players endowed with robust capital adequacy, high quality assets,
world-wide connectivity, benefits of economies of scale and stupendous risk
management skills are posing serious threats to the existing business of the
Indian banks. In order to compete successfully with the new entrants, Indian
banks need to possess matching financial muscle, as fair competition is
possible only along the equals. Average size of an Indian bank is niggardly
low in comparison to a foreign bank. The question before the major Indian
Commercial Banks, therefore, is how to acquire competitive size.
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Since the expectations of these two categories of owners are not necessarily
identical, the bankers will have to manage conflicting interests.
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ii.
iii.
Diversified operations
iv.
v.
i.
Lower Profitability
ii.
iii.
High NPAs
iv.
Low Productivity
v.
High Provisioning
vi.
vii.
viii.
ix.
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x.
xi.
xii.
Limited automation.
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the bank after some time. He must therefore, employ the bulk of the banks
resources in giving loans and advances, and in investing them in highyielding securities. Such investments are, however, subject to credit risk
the risk arising from default in repayment money lent out and the money rate
risk the risk arising out of fluctuations in the market rate of interest. The
banker will not be able to satisfy the cash requirements of the depositors on
demand with the funds deployed in the other investments. Once the
depositors cheques are not honored, the bank will lose the confidence of the
public, which will result in a mass run on the banks counters and jeopardize
the liquidity position of the bank. Ultimately, the very survival of the bank is
endangered.
Liquidity and profitability are, therefore, inimical to each other. Cash
has perfect liquidity but lacks yield. At the other ends are some loans and
investments which yield a high rate of interest, but are hardly liquid at all.
The conflict between liquidity and income is not as sharp as it appears. In
order to ensure long-run earnings, the commercial bank must retain public
confidence in order to continue to survive and provide for the liquidity needs
of the bank.
The art of commercial banking lies in the resolution of the conflicts
between liquidity and profitability. It is an art because science ha not
furnished inviolable rules; banks must be managed with discrimination and
good judgement. Rules and scientific procedures for doing the whole job
cannot be framed.1 A number of approaches, ways and means of resolving
the conflicts have been developed from time-to-time. These approaches
subsequently came to be known as theories of liquidity management.
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Amount in
Per capita
Deposits as or of
crore of Rs
Deposits (Rs.)
National Income
As on December
1947
June 1969
June 1976
June 1986
March 1991
March 1997
Dec. 2000
Sept. 2003
July, 2005
May, 2007
1,080
32
NA
4,661
15,255
92,233
2,00,569
5,03,596
6,79,894
7,61,678
7,85,165
9,91,318
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1,198
2,368
5,402
7,157
7,617
7,851
9,900
9,900
15.5
22.8
41.5
42.1
41.0
42.6
42.4
41.0
NA
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In the recent past, banks in India have started using the Asset-Liability
Management (ALM) as the technique or strategy for financial management.
ALM aims at planning, directing, and regulating the levels, changes, mixes
of assets and liabilities of banks in the short-run, usually three to twelve
months, with a view to enable them to achieve their long-term objectives.
The net interest margin and its variability are the focus of its attention so as
to maximise Return On Equity (ROE), and to minimise fluctuations in ROE.
It also links capital, non-interest income and expenses, and strategic choices
regarding products, markets, and bank structure. ALM involves giving
balanced emphasis necessary in a competitive environment characterised by
deregulatiom. and greater viability (volatility) of interest rates, variable rates
pricing, and the use of interest rates derivatives.
ALM is an integrated strategic managerial approach of managing a total
Balance Sheet dynamics having regard to the size and quality in such a way
that the net earnings from interest are maximized. This is done by matching
of liabilities and assets in terms of maturity, cost and yield rates.
The focus of ALM is not to build up deposits and loans/assets in isolation,
but on net interest income and recognizing interest rates and liquidity risks.
Thus, ALM is essentially a guide for survival of a bank in deregulated
environment.
Diagramatic presentation of ALM is brought out in the following
chart:
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Asset-Liability Management
General
Asset, Liability & Capital Management
Specific
Asset Management
Liability Management
Financial
Balance Sheet
Management
- Objectives of ALM
Primary objective of ALM approach is to manage market risk in such away
as to minimize the impact of net interest income fluctuations in the short run
and protect the net economic value of the bank in the long run. Precisely
speaking, ALM has the following objectives:
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1. To control the volatility of net interest income and net economic value
of a bank.
2.
3.
4.
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1. Cash in hand
2. Reserve Funds
3. Deposits:
a) Time deposits
b) Demand deposits
3.
c) Savings deposits
bills.
4. Borrowings
4. Investments
5. Other items
5.Advances
6.Other Items
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o Liabilities Portfolio
The liabilities portfolio of a bank is comparatively simple. It shows how the
bank raises funds. Every commercial bank usually gets its funds in three
ways: by share capital, reserve fund and deposits from the general public.
For instance, liabilities may be incurred by accepting or endorsing bills of
exchange on behalf of customers.
o Assets Portfolio
The assets portfolio of the bank is both complex and interesting. It
represents more faithfully the varied nature and ramification of the banks
functions and investment policies.
In fact the asset side of the balance sheet indicates the manner in
which the funds entrusted to the bank are deployed. Usually, every banker
seems to arrange its assets in an ascending order of profitability and
descending order of liquidity. Thus, the structure of a balance sheet indicates
assets appearing in the descending order or liquidity.
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The origin of the State Bank of India goes back to the first decade of the
ninet eenth century with the establishment of the Bank of Calcutta in
Calcutta on 2 June 1806 and three years later, it was re-designed as the Bank
of Bengal (2 January 1809). A unique institution, it was the first joint-stock
bank of British India sponsored by the Government of Bengal. The Bank of
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Bombay (15 April 1840) and the Bank of Madras (1 July 1843) followed the
Bank of Bengal. These three banks remained at the apex of modern banking
in India till their amalgamation as the Imperial Bank of India on 27 January
1921.
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Technology focus
Strong corporate
relationships
ss largest
largest
private
private sector
sector
bank
bank and
and one
one
of
the financial
top financial
stop
solution
solutions
provider
provider with
with aa
diversified
diversified and
and
derrisked
deisked
business
business model
model
ICICI Bank, India's largest bank in the private sector. It is India's secondlargest bank with total assets of Rs. 3,446.58 billion at March 31, 2007.
ICICI Bank is the most valuable bank in India in terms of market
capitalization.The Bank has a network of about 950 branches and 3,300
ATMs in India and presence in 17 countries. ICICI Bank offers a wide range
of banking products and financial services to corporate and retail customers
through a variety of delivery channels and through its specialised
subsidiaries and affiliates in the areas of investment banking, life and nonlife insurance, venture capital and asset management. The Bank currently
has subsidiaries in the United Kingdom, Russia and Canada, branches in
Singapore, Bahrain, Hong Kong, Sri Lanka and Dubai International Finance
Centre and representative offices in the United States, United Arab Emirates,
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SBI is the number one Bank in India and is regarded as India's largest commercial
bank, listed in the Fortune 500 among Banks world wide and is having more than
9300 branches world wide (approximately 14% of all bank branches) and
commands one-fifth of deposits and loans of all scheduled commercial banks in
India. The main Branch Of State Bank Of India is at Panaji, has the unique
privilege in Goa to trace back its roots to two centuries of banking. As there was
no formal transition either in Government or in banking from Portuguese control,
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for a time the entire territory of Goa was without any commercial banking facility.
In this backdrop, Panaji Branch then became first Branch of a Bank to start
functioning in Goa.
The State Bank Group includes a network of eight banking subsidiaries and
several non-banking subsidiaries offering merchant banking services, fund
management, factoring services, primary dealership in government securities,
credit
cards
and
insurance.
The eight banking subsidiaries are:
- State Bank of Bikaner and Jaipur (SBBJ)
- State Bank of Hyderabad (SBH)
- State Bank of India (SBI)
- State Bank of Indore (SBIR)
- State Bank of Mysore (SBM)
- State Bank of Patiala (SBP)
- State Bank of Saurashtra (SBS)
- State Bank of Travancore (SBT)
The origins of State Bank of India date back to 1806 when the Bank of Calcutta
(later called the Bank of Bengal) was established. In 1921, the Bank of Bengal and
two other Presidency banks (Bank of Madras and Bank of Bombay) were
amalgamated to form the Imperial Bank of India. In 1955, the controlling interest
in the Imperial Bank of India was acquired by the Reserve Bank of India and the
State Bank of India (SBI) came into existence by an act of Parliament as successor
to the Imperial Bank of India.
Today, State Bank of India (SBI) has spread its arms around the world and has a
network of branches spanning all time zones. SBI's International Banking Group
delivers the full range of cross-border finance solutions through its four wings the Domestic division, the Foreign Offices division, the Foreign Department and
the International Services division.
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Thus, we can conclude that the profit of ICICI bank is much more
than SBI bank.
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15%
Capital
5%
Deposits
5% 1% 7%
Borrowings
Cash
67%bal. with RBI
5% 1% 5%
7% 5%
Capital
Deposits
Borrowings
77%
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Conclusion
All in all, I think ICICI has a very compelling growth story ahead of it as
Indian economy continues to boom as we have seen above by doing
analysis of the financial statements which is in the form of Common size,
Comparative and Trend analysis.
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CONCLUSION:
Friends, as we know, over five decades the Commercial banks in India
achieved astounding success by enormously spreading banking services in
far-flung and unbanked areas of the country through their massive branch
network are garnering burgeoning amount of savings which represent half of
the GDP of the country. A major portion of these resources had been
deployed to meet the needs of priority sectors which are critical to the
economy.
However, it is crucial for the commercial banking industry to meet the
increasingly complex savings and financing needs of the economy by
offering a wider and flexible range of financial products tailored for all types
of customers. In recent years, it is being felt widely that the commercial
banking system has not actually grown as sound & vibrant as it needed to
be. Strong capital positions and balance sheets places the Commercial banks
in a better position to deal with and absorb the economic shocks. These
Banks need to face competition without diluting the operating standards.
In banking, there is no such thing as "one size fits all." But today's
commercial banks are more diverse than ever. You'll find a tremendous
range of opportunities in commercial banking, starting at the branch level
because commercial bankers, now are highly experienced in working with
businesses to develop the right financial package to meet your unique
business needs. The face of Commercial banking is changing rapidly.
Competition is going to be tough Banks should avail of the existing and
upcoming opportunities as well as address the above-discussed issues if they
have to succeed, not just survive, in the changing environment.
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RECOMMENDATIONS
Banking in India has made a remarkable progress in its growth and
expansion, as well as business with social perspective in the fulfillment of
national objectives. Indian Commercial banking has developed, but, its
perfection is yet to be seen. There still remains many tasks to be fulfilled.
1. Still there are villages left without banking facilities, so many more rural
banks branches need to be opened.
2. Quality of Commercial banking facilities should be improved to the
atmost satisfaction of the customer.
3. Operational costs of Commercial banks should be reduced to the
minimum profitability and working results must be maximized.
4. Banking staff should be adequately trained.
5. More lending should be made in favour of priority sectors.
6. Malpractices, fraud, corruption and red-tapism must be done away with.
7. More attention should be paid to the development of exports.
8. Nationalised banks should give more technical assistance to the small
industrialists.
9. Interest rates on deposits should be enhanced reasonably up to 12-13 %
so that savers get their legitimate returns.
10. The high level of overdues of banks have become a matter of concern.
So, banks should make all possible efforts to reduce their overdues. This
all requires that no loans should be given without proper identification
and address of the deserving rural poor.
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Thus, in order that the association of banks with industry is more fruitful and
rewarding, many innovations have to be planned and introduced
systematically and greater degree of managerial competence will have to be
developed in Commercial banking sector.
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Websites
www.rbibulletin.com
www. icici.com
www. britannica.com
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