Professional Documents
Culture Documents
All CBS branches are inter-connected with each other. Therefore, Customers of
CBS branches can avail various banking facilities from any other CBS branch
located any where in the world. These services* are:
To deposit cheques / cash into account of some other person who has
account in a CBS branch.
To transfer funds from his account to some other account – his own or
of third party, provided both accounts are in CBS branches.
All these aim to provide convenient, efficient, and high quality banking
experience to the customers, comparable to world class standards.
(*To safeguard the interest of customers, Bank has placed certain restrictions on
the amount of transactions, which are handled through other branches under
CBS. The details can be obtained from the branch).
it.
absent.
done.
✔ Mobile banking
✔ Internet banking
✔ ATM’s
✔ Recording of transactions
✔ Passbook maintenance
✔ Customer records
This software is installed at different branches of
bank and then interconnected by means
ofcommunication lines like telephones, satellite,
internet etc. It allows the user (customers)
tooperate accounts from any branch if it has
installed core banking solutions. This
newplatform has changed the way banks are
working. Now many advanced features
likeregulatory requirements and other specialised
services like share (stock) trading are
beingprovided. Core banking solutions are very
helpful to SME industries.
➢ What all banks are using it?
Most of the nationalized banks in India for
example: State Bank of India, Punjab
NationalBank, Allahabad Bank, HDFC, ICICI Bank
today supports core banking. As of 2007,
manyCooperative banks in India such as REPCO
Bank, Jain Urban Cooperative Bank,
KangraCentral Cooperative Bank, Udaipur Urban
Cooperative Bank, Kollam District Cooperative
Bank, Kerala State Cooperative and Panchsheel
Mercantile Cooperative Bank have started to
use and offer centralized Core Banking too.
Some of the Cooperative banks and RRBs are yet
not having CBS, but they are on their wayto go
for CBS and very soon they will also be under the
roof of the umbrella of Core Banking Solution.
➢ What are the Standard Software tools?
Some of the standard software tools that many
banks are using these days are
The purpose with this paper was to investigate how banks in the
Swedish market explain their brand identity and how they use their
brand identity when positioning themselves. Furthermore the authors
have investigated the differences in that matter between two of the
leading banks in Sweden. This was done through a comparative case
study with Nordea and SEB who are two of the leading banks in the
Swedish market.
The results showed that both Nordea and SEB explain their brand
identity according to the different aspects that the theory states and
they understand the importance of brand identity. When building
brand identity it is important to be aware of the different parts that
the brand identity consists of. Both banks try to develop the different
parts of the brand identity but there are differences in the amount of
resources they put in each part. When positioning themselves, both
Nordea and SEB are answering the questions in the theory concerning
positioning and positioning a brand. The theory implies that the core
identities are the foundation when positioning and both Nordea and
SEB are well aware of their core identities and they are using them
when positioning their brand.
Internet Banking in Greece: Development,
Evaluation and Perspectives
University essay from Blekinge Tekniska Högskola/Sektionen för
Management (MAM)
AUTHOR: Andreas-nikolaos Papandreou; [2006]
KEYWORDS: företagsekonomi; business administration - international
business; business administration - information;business
administration - organization; internet banking; e-banking; online
banking; distribution channel; financial services;greece;
ABSTRACT: Revolutionary developments in marketing, information
and communications technology continue to transform the banking
and financial industry. Distribution of banking services through the
Internet is an important part of this transformation. The objectives of
this thesis are mainly to examine the role, which Internet banking can
play as a new distribution channel of banking services for the benefit
of both financial institutions and customers in Greece. The study
explores the growth in on-line banking services and the ways in which
financial institutions in Greece can take advantage of Internet
technology to offer successful and cost-effective banking solutions.
Moreover, this thesis addresses the key issues of concern to the
banks regarding their strategic positioning and the products/services
they offer or could offer on the Internet. Technology can help banks
build an integrated delivery strategy for effective multi-channel
management. Results identify the reasons why Greek banks use
Internet banking and their effect and place an emphasis on the
strategic impact of Internet technology as a core element of financial
services. Greek banks want to expand their existing distribution
channels using the Internet as another alternative channel. Internet
banking in Greece is on its way to become the centerpiece of direct
banking strategies.
http://epubl.ltu.se/1653-0187/2008/099/LTU-PB-EX-08099-
SE.pdf
Benefits of e-CRM for banks and their
customers: case studies of two
Swedish banks
University essay from Luleå tekniska universitet/Industriell ekonomi
och samhällsvetenskap/Industrial marketing and e-commerce
AUTHOR: Srinivas Anumala; Bollampally Kishore Kumar Reddy;
[2007]
KEYWORDS: -;
ABSTRACT: The customer relationship management (CRM) is
essential and vital function of customer oriented marketing. Its
functions include gathering and accumulating customer-related
information in order to provide effective services. e-CRM is a
combination of IT sector but also the key strategy to electronic
commerce. e-CRM is a combination of software, hardware, application
and management commitment. Aim of e-CRM system is to improve
customer service, develop a relationship and retain valuable
customers. e-CRM is a concern for many organizations especially
banking sector. The purpose of this study is to gain a better
understanding of the benefits e-CRM to customers and organization in
banking industry. To justify the purpose two research questions have
been addressed and on the basis literature review, a frame of
reference was developed which helped us to answer the research
questions and collect data. A qualitative research approach was used
for this study. Empirical data was collected through in-depth
interviews were conducted with two Swedish banks and a group of
their customers. In the last chapter findings and conclusions were
drawn on the basis on research questions. Our findings indicate that
Swedish banks are well aware of the benefits and applications of the
e-CRM and use the system to maintain good relationships with their
customers. Our findings also indicate that with the implementation of
e-CRM and the latest technologies. We have found that both the
banks seem to have same description about the benefits of e-CRM.
We found that both banks have maintained good relationships with
customers due to the usage of e-CRM. Our finding indicates that with
the implementation of e-CRM and the latest technologies banks have
ensured full security for the transactions of their customer's. e-CRM
facilitates the organizations to provide one to one services and also
maintain the transaction security of the customers.
The old topology was partial mesh and it could not support enough
redundancy in case of disruption. If a connection between two
branches failed, other branches might lose their connectivity as well.
In addition, it could not achieve optimum routing.
Online banking is a young way for banks to reach new and old
customers. The concept has emerged over the last decade from being
not very utilized to become a major channel for the bigger banks in
Sweden but also in the world. This thesis will present a study of what
principles the four major Swedish banks have based their decision on
when choosing what type of online access system to use. Furthermore
try to present what the future principles might be toward online
banking access systems. This might also show how new systems
might look like and what the banks strives to achieve when making
these systems not only safer but more available and usable. The
thesis will present what authentication is and how the authentication
process is used today. Today in general what is used is the two factor
au-thentication which is based upon passwords. This two factor
authentication makes it hard for attackers to breach the systems in
use today, but there are ways which are emerging to gain access.
Such an emerging threat is the SSL-evading Trojans. Still these kinds
of threats are not common at all but they need to be considered.
Today passwords are the only means we can use to make the
authentication processes safe but they are not enough, according to
Bill Gates. Therefore we have looked at new ways to complement
today’s password based authentication processes; such compliments
might be the use of biometrics, which seems to be an emerging
technology.
This study have been a challenge from the beginning since we knew
that this is a very in-tense subject for the banks to discuss and
therefore we have had to be persuasive in many cases and let the
banks answer anonymously to be able to gather as much information
as possible from our sample banks. Furthermore we have collected up
to date articles and studies to be able to get as accurate information
as possible.
Abstract
This paper discusses individual commercial banks and how they
service their customers. It analyzes the quality
of banking services that a customer gets and how the services
are provided to the customer. It describes the three main
channels for banking today - through branches, through the
internet and on telephone.
Table of Contents:
Introduction
Chapter I
How Internet Banking Has Grown In The Last Decades,
Especially Regarding New Product Being Offered
Evolution of Internet Banking
Present Status and Profile of E-Banking Offered By Banks
Nature of Product Offered
Chapter II
The Operations of Banks In Different Areas: What Is The
Contribution?
Effects of E-Banking on Banking Operations: What Is The
Contribution of Internet Banking Toward The Business?
Chapter III
General Benefits of Banks From E-Business and Other
Communication
Performance Measurement
Chapter IV
Reality of System Risks and Control
Conclusion
Abstract
This paper is a personal research project about online banking in
the United Kingdom. It describes its history, how it works,
security issues and its advantages and it introduces
online banking facilities. It provides an appendix summarizing
the services of each of the main British banks.
Table of Contents
What is online banking?
How online banking works
The security of online banking
The advantages of online banking
The disadvantages of online banking
Prediction of the prospects of online banking.
From the Paper
"The online banking will be a step to a new stage in the future. By
that time, the banks will definitely offering more attractive
services online and the competition of online banking will be
complicated because more banks will have online banking
services. Another progression is the development of wireless
banking such as Digital TV and Mobile banking or so called WAP
(Wireless Application Protocol). Nowadays, mobile phones are
used everywhere, and many leading telecom companies and
software companies have joined the WAP forum. Such as Nokia,
Ericsson and Motorola."
EXECUTIVE SUMMARY
A healthy banking system is essential for any economy striving to achieve good growth
and yet remain stable in an increasingly global business environment. The Indian banking
system has witnessed a series of reforms in the past, like deregulation of interest rates,
dilution of government stake in PSBs, and increased participation of private sector banks.
It has also undergone rapid changes, reflecting a number of underlying developments.
This trend has created new competitive threats as well as new opportunities. This paper
aims to foresee major future banking trends, based on these past and current movements
in the market.
Given the competitive market, banking will (and to a great extent already has) become a
process of choice and convenience. The future of banking would be in terms of
integration. This is already becoming a reality with new-age banks such as YES Bank,
and others too adopting a single-PIN. Geography will no longer be an inhibitor.
Technology will prove to be the differentiator in the short-term but the dynamic
environment will soon lead to its saturation and what will ultimately be the key to success
will be a better relationship management.
OVERVIEW
If one were to say that the future of banking in India is bright, it would be a gross
understatement. With the growing competition and convergence of services, the
customers (you and I) stand only to benefit more to say the least. At the same time,
emergence of a multitude of complex financial instruments is foreseen in the near future
(the trend is visible in the current scenario too) which is bound to confuse the customer
more than ever unless she spends hours (maybe days) to understand the same. Hence, I
see a growing trend towards the importance of relationship managers. The success (or
failure) of any bank would depend not only on tapping the untapped customer base (from
other departments of the same bank, customers of related similar institutions or those of
the competitors) but also on the effectiveness in retaining the existing base.
India has witness to a sea change in the way banking is done in the past more than two
decades. Since 1991, the Reserve Bank of India (RBI) took steps to reform the Indian
banking system at a measured pace so that growth could be achieved without exposure to
any macro-environment and systemic risks. Some of these initiatives were deregulation of
interest rates, dilution of the government stake in public sector banks (PSBs), guidelines
being issued for risk management, asset classification, and provisioning. Technology has
made tremendous impact in banking. ‘Anywhere banking’ and ‘Anytime banking’ have
become a reality. The financial sector now operates in a more competitive environment
than before and intermediates relatively large volume of international financial flows. In the
wake of greater financial deregulation and global financial integration, the biggest
challenge before the regulators is of avoiding instability in the financial system.
The future of banking will undoubtedly rest on risk management dynamics. Only those
banks that have efficient risk management system will survive in the market in the long
run. The effective management of credit risk is a critical component of comprehensive risk
management essential for long-term success of a banking institution.
Although capital serves the purpose of meeting unexpected losses, capital is not a
substitute for inadequate decontrol or risk management systems. Coming years will
witness banks striving to create sound internal control or risk management processes.
With the focus on regulation and risk management in the Basel II framework gaining
prominence, the post-Basel II era will belong to the banks that manage their risks
effectively. The banks with proper risk management systems would not only gain
competitive advantage by way of lower regulatory capital charge, but would also add
value to the shareholders and other stakeholders by properly pricing their services,
adequate provisioning and maintaining a robust financial structure.
‘The future belongs to bigger banks alone, as well as to those which have minimised their
risks considerably.’
CONSOLIDATION
Consolidation, which has been on the counter over the last year or so, is likely to gather
momentum in the coming years. Post April 2009, when the restrictions on operations of
foreign banks will go, the banking landscape is expected to change dramatically. Foreign
banks, which currently account for 5% of total deposits and 8% of total advances, are
devising new business models to capture the Indian market. Their full-fledged entry is
expected to transform the business of banking in many ways, which would be reflected in
terms of greater breadth of products, depth in delivery channels and efficiency in
operations.
Thus Indian banks have less than three years to consolidate their position. Despite the
stiff resistance from certain segments, consolidation holds the key to future growth. This
view is underpinned by the following:
► Owing to greater scale and size, consolidation can help save costs and improve
operational efficiency.
► Banks will also have to explore different avenues for raising capital to meet norms
under Basel-II
► Owing to the diversified operations and credit profiles of merging banks, consolidation
is likely to serve as a risk-mitigation exercise as much as a growth engine.
Though there is no confirmation yet, speculative signals arising from the market point to
the prospect of consolidation involving banks such as Union Bank of India, Bank of India,
Bank of Baroda, Dena Bank, State Bank of Patiala, and Punjab and Sind Bank. Further,
the case for merger between stronger banks has also gained ground — a clear deviation
from the past when only weak banks were thrust on stronger banks. There is a case being
made for mergers between banks with a distinct geographical presence coming together
to leverage their respective strengths.
Growing integration of economies and the markets around the world is making global
banking a reality. The surge in globalization of finance has already begun to gain
momentum with the technological advancements which have effectively overcome the
national borders in the financial services business. Widespread use of internet banking
will widen frontiers of global banking, and make marketing of financial products and
services on a global basis possible. In the coming years globalization will spread further
on account of the likely opening up of financial services under WTO. India is one of the
104 signatories of Financial Services Agreement (FSA) of 1997. This gives India’s
financial sector including banks an opportunity to expand their business on a quid pro quo
basis.
As per Indian Banks' Association report ‘Banking Industry Vision 2010’, there would be
greater presence of international players in Indian financial system and some of the Indian
banks would become global players in the coming years. So, the new mantra for Indian
banks is to go global in search of new markets, customers and profits.
TECHNOLOGY
There is an imperative need for not mere technology upgradation but also its integration
with the general way of functioning of banks to give them an edge in respect of services
provided to their constituents, better housekeeping, optimizing the use of funds and
building up of MIS for decision making, better management of assets & liabilities and the
risks assumed which in turn have a direct impact on the balance sheets of banks as a
whole. Technology has demonstrated potential to change methods of marketing,
advertising, designing, pricing and distributing financial products and services and cost
savings in the form of an electronic, self-service product delivery channel. These
challenges call for a new, more dynamic, aggressive and challenging work culture to meet
the demands of customer relationships, product differentiation, brand values, reputation,
corporate governance and regulatory prescriptions. Technology holds the key to the future
success of Indian Banks.
REGULATIONS
The RBI's approval for banks to raise funds abroad through innovative capital instruments
holds great significance. Such fund-raising, which includes preference shares, will,
however, not just substitute equity; it could have unintended consequences on the
strategies of banks and their profitability. While the cost of raising monies through such
instruments is likely to be higher (close to 10 per cent), the consequent higher leverage on
equity funds is likely to result in expansion of return on net worth. This is because the
same amount of capital supports a higher volume of business, generating higher profits.
Banks are likely to be able to raise long-term preference shares at coupon rates between
six per cent and eight per cent. The positive impact on bank profitability could thus be
significant.
Preference capital can be used as the currency for acquisition. The advantage for public
sector banks is that they no longer need to bother about government stake falling below
51 per cent. Banks such as Dena Bank, Oriental Bank of Commerce and Andhra Bank are
most likely to benefit from this move.
SKILLED MANPOWER
There will be a sea change for employees too. Secure jobs will be replaced by contractual
appointments, for a specified period of time. The unions will merge into the shadows and
bank managements will turn effective. As a result there will be swifter turn over of
personnel in banks. But at the same time, skilled personnel from other disciplines will
enter banks in increasing numbers.
Factors like skills, attitudes and knowledge of the human capital play a crucial role in
determining the competitiveness of the financial sector. The quality of human resources
indicates the ability of banks to deliver value to customers. Capital and technology are
replicable but not the human capital which needs to be valued as a highly valuable
resource for achieving that competitive edge.
Challenges
►Competition
►Customer Retention
►Globalization
►Shrinking Margin
Suggestions
►Strong In-house research & market Intelligence
►Focused marketing- Focus on region-specific campaigns rather than national media
campaigns
The growth of the retail financial services sector has been a key development on the
market front. Indian banks (both public and private) will not only be keen to tap the
domestic market but also to compete in the global market place. New foreign banks will be
equally keen to gain a foothold in the Indian market.
CONCLUSION:
What will the future of Indian banking and insurance look like? Will the reform in banking
and insurance sectors face the same fate as in power and telecom? It is increasingly
evident that the economy offers opportunities but no security! Therefore, the future will
belong to those who develop good internal controls, checks and balances and a sound
market strategy. Business Growth, Cost Efficiency and Evolution are therefore regarded
as key drivers which will have to be addressed.
REFERENCES:
►http://www.thehindubusinessline.com/iw/2006/07/30/stories/2006073000260600.htm
►Rekha Arunkumar, G. Kotreshwar, Risk Management in Commercial Banks, Indian
Institute of Capital Markets 9th Capital Markets Conference Paper
►Bajpai, G.N., Speech on ‘Banking, Insurance and Financial Sector: A vision of the
Future’
►http://www.blonnet.com/businessline/2001/08/09/stories/040941mn.htm
►Newspapers/Magazines – Business Standard, India Today
►Reports: PWC, FICCI
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