Promoted in 1995 by Housing Development Finance Corporation ( HDFC ) , India ‘s taking lodging finance company, HDFC Bank is one of India ‘s prime Bankss supplying a broad scope of fiscal merchandises and services to its over 11 million clients across 100s of Indian metropoliss utilizing multiple distribution channels including a pan-India web of subdivisions, ATMs, phone banking, net banking and nomadic banking. Within a comparatively short span of clip, the bank has emerged as a taking participant in retail banking, sweeping banking, and exchequer operations, its three principal concern sections.
The bank ‘s competitory strength clearly lies in the usage of engineering and the ability to present first service with rapid response clip. Over the last 13 old ages, the bank has successfully gained market portion in its mark client franchises while keeping healthy profitableness and plus quality.
As on March 31, 2008, the Bank had a web of 761 subdivisions and 1,977 ATMs in 327 metropoliss. For the twelvemonth ended March 31, 2008, the bank reported a net net income of INR 15.90 billion ( Rs.1590.2crore ) , up 39.3 % , over the corresponding twelvemonth ended March 31, 2007. As of March 31, 2008 sum sedimentations were INR 1,007.69 billion, ( Rs.100,769 crore ) up 47.5 % over the corresponding twelvemonth ended March 31, 2007. Entire balance sheet size excessively grew by 46.0 % to INR 1,331.77 billion ( 133177 crore ) .
About Centurion Bank Of Punjab
Centurion Bank of Punjab is one of the taking new coevals private sector Bankss in India. The bank serves single consumers, little and average concerns and big corporations with a full scope of fiscal merchandises and services for puting, loaning and advice on fiscal planning. The bank offers its clients an array of wealth direction merchandises such as common financess, life and general insurance and has established a leading ‘position ‘ . The bank is besides a strong participant in foreign exchange services, personal loans, mortgages and agricultural loans. Additionally the bank offers a full suite of NRI banking merchandises to abroad Indians.
On 29th August 2007, Centurion Bank of Punjab merged with Lord Krishna Bank ( LKB ) , station obtaining all needed statutory and regulative blessings. This amalgamation has farther strengthened the geographical range of the Bank in major towns and metropoliss across the state, particularly in the State of Kerala, in add-on to its bing laterality in the northern portion of the state.
Centurion Bank of Punjab now operates on a strong countrywide franchise of 404 subdivisions and 452 ATMs in 190 locations across the state, supported by employee base of over 7,500 employees. In add-on to being listed on the major Indian stock exchanges, the Bank ‘s portions are besides listed on the Luxembourg Stock Exchange.
Impact of amalgamation.
HDFC Bank Board on 25th February 2008 approved the acquisition of Centurion Bank of Punjab ( CBoP ) for Rs 9,510 crore in one of the largest amalgamation in the fiscal sector in India. CBoP stockholders will acquire one portion of HDFC Bank for every 29 portions held by them.
This will be HDFC Bank ‘s 2nd acquisition after Times Bank. HDFC Bank will leap to the seventh place among commercial Bankss from 10th after the amalgamation. However, the merged entity would go 2nd largest private sector bank.
The amalgamation will beef up HDFC Bank ‘s distribution web in the northern and the southern parts. CBoP has near to 170 subdivisions in the North and around 140 subdivisions in the South. CBoP has a concentrated presence in the in the Indian provinces of Punjab and Kerala. The combined entity will hold a web of 1148 subdivisions. HDFC will besides get a strong SME ( little and average endeavors ) portfolio from CBoP. There is non much of overlapping of HDFC Bank and CBoP clients.
The full procedure of the amalgamation would take about four months for completion. The merged entity will be known as HDFC Bank. Rana Talwar ‘s Sabre Capital would keep less than 1 per cent interest in the merged entity from 3.48 in CBoP, while Bank Muscat ‘s retention will worsen to less than 4 per cent from over 14 per cent in CBoP. HDFC shareholding falls to will fall from 23.28 per cent to around 19 per cent in the incorporate entity.
Mr Rana Talwar, Chairman of Centurion Bank, has been offered a place on the Board as non-executive manager and Mr Shailendra Bhandari, Managing Director, Centurion Bank, has been invited to fall in as the Executive Director on the board station amalgamation.
Harmonizing to HDFC Bank Managing Director and Chief Executive Officer Aditya Puri, Integration will be smooth as there is no convergence. In an interview, he mentioned that at 40 % growing rate there will be no lay-offs. The integrating of the 2nd round functionaries should be smooth as there is barely any convergence.
The boards of the two Bankss will run into once more on February 28 to see the bill of exchange strategy of merger, which will be capable to regulative blessings. HDFC Bank will see doing a discriminatory offer to its parent Housing Development Finance Corp Ltd ( HDFC ) . The move would let HDFC to keep the same degree of shareholding in the bank.
S & A ; P Ratings on HDFC unaffected by proposed amalgamation with Centurion
Standard & A ; Poor ‘s Ratings Services on 25th February 2008 said, that its evaluations and mentality on India ‘s HDFC Bank Ltd. ( BBB-/Stable/A-3 ) will non be instantly affected by the proclamation of the bank ‘s proposed amalgamation with India ‘s in private owned Centurion Bank of Punjab Ltd. ( Centurion ) .
Despite Centurion being about fifth part of HDFC Bank in footings of balance sheet size, the latter ‘s concern profile is likely to be strengthened by the amalgamation as Centurion has a good fiscal profile.
Harmonizing to Standard & A ; Poor ‘s, amalgamation is expected to beef up HDFC Bank ‘s distribution web — and hence the bank ‘s market place — particularly in the Indian provinces of Punjab and Kerala. This trade will add 394 subdivisions and 452 ATMs to HDFC Bank ‘s bing 754 subdivisions and 1,906 ATMs.
Likely capital extract by a discriminatory offer of portions to its booster, HDFC Ltd. , will further bolster HDFC Bank ‘s capitalisation.
However, Standard & A ; Poor ‘s will go on to closely supervise the advancement of the amalgamation and integrating program. If the trade is likely to materially weaken HDFC Bank ‘s recognition profile, the evaluations or mentality on the bank could be negatively affected.
Fitch Ratings on HDFC Bank affirmed with a Stable Mentality
Fitch Ratings on 26th February 2008 has affirmed HDFC Bank Ltd ( HBL ) following its proclamation to prosecute a amalgamation with Centurion Bank of Punjab Ltd ( CBP ) through a portion barter. At the same clip, CBP ‘s Long-run, Individual and Support evaluations have been placed on Rating Watch Positive.
The undermentioned evaluations of HBL have been affirmed with a Stable Mentality: National Long-term at ‘AAA ( ind ) ‘ , National Short-term at ‘F1+ ( ind ) ‘ , Individual at ‘C ‘ , Support at ‘3 ‘ , INR24 billion lower grade 2 subordinated debt at ‘AAA ( ind ) ‘ , fixed sedimentation programme at ‘AAA ( ind ) ‘ and INR50bn certifications of sedimentation programme at ‘F1+ ( ind ) ‘ .
Fitch expects HBL to keep its post-merger financials and fight amongst the best Bankss in India. The amalgamation benefits HBL through the add-on of CBP ‘s subdivision web, which would add impulse to its increasing market portion ( presently seventh-largest bank in India in footings of assets ) . While CBP ‘s assets are about a fifth that of HBL ‘s, the amalgamation would increase the latter ‘s subdivision web by 50 % . The amalgamation is capable to stockholder and regulative blessings. CBL ‘s evaluations are expected to be upgraded to that of HBL and so withdrawn as portion of the merger.
CBP ‘s profitableness is weaker than that of HBL and would somewhat thin the incorporate entity ‘s figures. HBL should nevertheless be able to bit by bit leverage on the increased subdivision web with its superior franchise and stronger merchandise bringing capablenesss to better its bing liability profile and concern volumes of CBP and thereby its profitableness.
Similarly, HBL should besides be able to absorb CBP ‘s unprovided NPLs ( INR2.5bn, tantamount to 17 % of HBL ‘s annualised net income in 9MFY08 ) . Post-merger, HBL would nevertheless go on to hold a comparatively higher proportion of unbarred consumer loans, while its two Wheeler loan portfolio would somewhat increase. The plus quality in these sections came under some force per unit area for the banking system in 2007 when increasing involvement rates undermined the borrower ‘s refund capacity. HBL ‘s hazard direction has so far enabled it to keep recognition losingss in line with outlooks at the point of inception.
HBL is the second-largest private bank in India with a countrywide presence. Strong operations in both retail and corporate banking concerns together with multiple bringing channels across India have supported HBL ‘s loan growing and its superior net incomes profile. The gross NPL ratio has remained better than that of most Indian Bankss and reflects the bank ‘s strong hazard direction system. Regular equity extracts have helped keep the Tier 1 ratio above 8 % ( end-December 2007: 10.5 % ) through periods of rapid growing.
CBP incorporates three private Bankss that merged in 2006 and 2007 – the former Centurion Bank which turned around following the initiation of new stockholders and direction in 2003, the former Bank of Punjab that added a strong retail liability franchise in Punjab and the erstwhile Lord Krishna Bank that helped add the subdivision web in Kerala. CBP ‘s loan portfolio consists chiefly of two-wheeler, commercial vehicles, residential mortgage, unbarred personal and SME loans.
Impact of Amalgamations on the Cost Efficiency of Indian Commercial Banks
The present paper examines the cost efficiency of Indian commercial Bankss by utilizing a non-parametric Data Envelopment Analysis Technique. The cost efficiency steps of Bankss are examined under both separate and common frontiers. This paper besides through empirical observation examines the impact of amalgamations on the cost efficiency of Bankss that have been merged during station liberalisation period. The present survey based on imbalanced panel informations over the period 1990-91 to 2007-08. In this paperto trial the efficiency differences between public and private both parametric andnon-parametric trials are employed. The findings of this survey suggest that over the full survey period mean cost efficiency of public sector Bankss found to be 73.4 and for private sector Bankss is 76.3 per centum. The findings of this paper suggest that to some extent amalgamation programme has been successful in Indian banking sector. The Government and Policy shapers should non advance amalgamation between strong and hard-pressed Bankss as a manner to advance the involvement of the depositors of hard-pressed Bankss, as it will hold inauspicious consequence upon the plus quality of the stronger Bankss.
Banks as fiscal mediators play a important function in economic growing, supply financess for investings, and maintain the cost of capital low. During the last few decennaries, construction of banking sector has turned from a controlled system into liberalized one. The efficiency of Bankss, which reflects the ability of Bankss in transforming its resources to end product by doing its best allotment, is indispensable for the growing of an economic system. However, due to the major function played by Bankss in the development of economic system, the banking sector has been one of the major sectors that have received renewed involvement from research workers and economic experts. The rapid progresss in computing machine and communicating engineering have led to the development of new bank services and fiscal instruments ( Shiang, Tai Liu, 2009 ) . Therefore, the economic systems of universe have experienced a radical alteration in the environment of banking sector. The competition among Bankss at domestic and planetary degree has increased and it has compelled the banking industry to better their efficiency and productiveness. Furthermore, the authorities and policy shapers
hold adopted assorted policies and measures out of which consolidation of Bankss emerged as one of the most preferred scheme. There are diverse ways to consolidate the banking industry the most normally adopted by Bankss is amalgamation. Amalgamation of two weaker Bankss or amalgamation of one healthy bank with one weak bank can be treated as the faster and less dearly-won manner to better profitableness than spurring internal growing ( Franz, H. Khan, 2007 ) .One of the major motivation behind the amalgamations and acquisition in the banking industry is to accomplish economic systems of graduated table and range. This is because as the size increases the efficiency of the system besides increases. Amalgamations besides help in the variegations of the merchandises, which help to cut down the hazard every bit good (
The issue of impact of amalgamations on the efficiency of Bankss has been good studied in the literature. Most of the literature related with the impact of amalgamations on the efficiency of Bankss is found in European Countries and US. In India, literature on bank amalgamation is really scarce. Very few surveies have been conducted with the motivation to analyze the impact of amalgamations on the public presentation of Indian Commercial Bankss. The present survey makes noteworthy part to the bing literature on banking efficiency in India. In most of the bing surveies on the efficiency of Indian commercial Bankss used a balanced panel. The present survey has been carried out with imbalanced panel informations over the period 1990-2008.
The paper purposes
1. To mensurate cost efficiency for single commercial Bankss in India.
2. To analyze the impact of amalgamations on the cost efficiency of incorporate Bankss.
The balance of the paper is organized as follows: Section 1 provides a briefoverview of Indian banking system. Following subdivision trades with the reappraisal of empirical
Impact of Amalgamations on the Cost Efficiency of Indian Commercial Banks
surveies related with the bank efficiency and the impact of amalgamations on the efficiency of Bankss. Section 3 describes the methodological analysis used in the present survey. Section 4 provides the information and the specification of input and end product variables. The empirical findings are reported in Section 5. The concluding subdivision discusses the concluding comments.
2. The Brief Overview of Indian Banking Sector
In India, the Reserve Bank of India acts as a cardinal bank of the state. Banking system has a broad mix, comprising of scheduled and non-scheduled Bankss, concerted sector Bankss, station office salvaging Bankss, foreign and exchange Bankss. Table 1 provides a brief item of the construction of Indian commercial Bankss as on the terminal March 2008. As on March 2008, the figure of commercial Bankss is 79 comprise of 28 PSBs, 23 private sector Bankss and 28 foreign Bankss. It is apparent from the tabular array that public sector Bankss dominate the commercial Bankss in India. It has been observed that the market portion of populace sector Bankss in footings of investing, progresss and assets is near about 70 per centum. The Public sector Bankss are the biggest participants in the Indian banking system and they account for 70 per centum of the subdivisions of commercial Bankss in India. As on March 2008, private sector Bankss
histories for about 21.7 per centum while foreign Bankss constitutes 8.41 per centum portion in entire assets of commercial Bankss. During last few decennaries, the environment under which Indian banking sector has operated witnessed a singular alterations. India embarked on a scheme of economic reforms in the aftermath of a serious balance of payment crisis in 1991 ( Mohan, Rakesh 2005 ) . In Indian banking sector, the policy shapers adopted a cautious attack for presenting reform steps on the recommendation of
Narishmam Committee I ( 1991 ) , Narishmam Committee II ( 1997 ) and Verma
Committee ( 1999 ) . The chief aim of the banking sector reforms was to
better the efficiency of Bankss and to advance a diversified and competitory
fiscal system. One of the results of such reforms was the consolidation of the banking industry through amalgamations and acquisitions. Technological advancement and fiscal deregulating have played an of import function in speed uping the procedure of amalgamation and acquisition in Indian banking industry. Due to technological advancement, the graduated table at which fiscal services and merchandises are produced has expanded which provide an chance for the Bankss to increase their size and graduated table of production. At that, clip amalgamations of banking establishments emerged as an of import scheme for turning the size of Bankss. Size of the bank plays a important function to come in the planetary fiscal market.
Amalgamation of Banks in India – ( Definition )
Amalgamation can be defined as a mean of fusion of two participants into individual entity. Merger is a procedure of uniting two concern entities under the common ownership. Harmonizing to Oxford Dictionary the look, “ Amalgamation means uniting two commercial companies into 1. ” Bank amalgamation is an event when antecedently distinguishable Bankss are consolidated into one establishment ( Pilloff and Santomerro, 1999 ) . A amalgamation occurs when an independent bank loses its charter and becomes a portion of an bing bank with one headquarter and a incorporate subdivision web ( Dario Farcarelli 2002 ) . Amalgamations occurs by adding the active ( bidder ) Bankss assets and liabilities to the mark ( Passive ) bank ‘s balance sheet and geting the bidder ‘s bank name through a series of legal and administrative steps. Amalgamations and acquisitions in Indian banking sector have initiated through T he recommendations of Narasimham commission II. The commission recommended that amalgamation between strong banks/ fiscal establishments would do for greater economic and commercial sense and would be a instance where the whole is greater than the amount of its parts and have a “ force multiplier consequence ” . ( Narasimham commission II, chapter, para 5.13 -5.15 ) . Table 2 provides a list of Bankss that have been merged in India since post-liberalization in the state.
5.3 Impact of Amalgamations on Cost Efficiency
In order to analyze the impact of amalgamations on the cost efficiency of participated Bankss
the public presentations of Bankss have been compared for three twelvemonth before and after
amalgamation. Both parametric and non-parametric trials are performed to analyze the
differences in the efficiency of Bankss between the two periods that is before and
after amalgamation programme.
Table 7 depicts the CE estimations along with its decomposition into TE and AE. It is
apparent from the tabular array that 6 out of 11 bank analyzed have experienced efficiency
additions from amalgamation.
The consequences of parametric and non-parametric trials are presented in Table 8. The
empirical findings indicated that there exists a immense difference in efficiency
between two periods. Table clearly depicts that Oriental Bank of Commerce
enjoyed cost efficiency additions both times. The cost efficiency of Oriental Bank of
commercialism when it acquired the Punjab Co-operative bank seem to be more
compared to its pre amalgamation efficiency ( 0.967 & lt ; 1 ) although it is non statistically
important at any conventional degrees. Once once more, this bank acquired the Global
Trust Bank and once more it experienced efficiency additions from amalgamation.
Hdfc Bank – Presentation Transcript
Banking IN INDIA
BOARD OF DIRECTORS
PRODUCT & A ; SERVICES
Technology used in HDFC Bank
Achievements & A ; mileposts
AA bank A is aA fiscal establishment whose primary activity is to move as a payment agent for clients and to borrow and impart money.
Banks are of import participants in fiscal markets and offer fiscal services such as investing financess.
In some states such asA GERMANY, Bankss are the primary proprietors of industrial corporations.
While in other states such as theA UNITED STATESA Bankss are prohibited from having non-financial companies.A
History OF Banking
The firstA banksA were likely the religiousA temples of the ancient universe.
It was likely established sometime during the 3rd millenary B.C. Banks likely predated the innovation of money.
There are extant records ofA loansA from the eighteenth century BC inA BabylonA that were made by temple priests or monastics to merchandisers.
Banking IN INDIA
Banking in India originated in the last decennaries of the eighteenth century.
The first Bankss were THE GENERAL BANK OF INDIA, which started in 1786, and BANK OF HINDUSTAN, both of which are now defunct.
The oldest bank in being in India is the STATE BANK OF INDIA, which originated in the BANK OF CALCUTTA in June 1806.
The first to the full Indian owned bank was the ALLAHABAD BANK, established in 1865.
Major participants in India
State Bank of India
Punjab national Bank
ING Vysya Bank
Union Bank of India
Housing Development Finance Corporation
Founded in 1977 by Hasmukh bhai Parakh
HDFC Bank was incorporated in August 1994
Among the first in new coevals commercial Bankss
Registered office in Mumbai, India
Promoted by HDFC, the parent company
IPO in India in 1995
Listed in NSE, BSE, NYSE ( ADR )
PROFILE OF HDFC BANK
Headquarters HDFC Bank Ltd. , Mumbai, India
Industry Banking, Insurance, Capital Markets and allied industries
Merchandises Loans, Credit Cards, Savings, Investment vehicles, Insurance etc.
Net gross Rs.2,509.6 crores
Net income Rs. 4,634.3 crores
1977 ATM ‘s in the state
327 metropoliss in India
All subdivisions are OLRT connected
16 subdivisions in Middle E
6 in Africa
Representative offices in Hong Kong, NewYork, London & A ; Singapore
BOARD OF DIRECTORS
Mr. Aditya Puri, Managing manager Mr. Jagdish Kapoor, president of HDFC Bank. Mr. Harish Engineer, Executive managers Keki Mistry, Managing Director Mr. A Rajan, Country Head-Operations Mr. Rahul Bhagat, Vice president
World Class Indian Bank
Benchmarking against international criterions.
Best patterns in footings of merchandise offerings, engineering, service degrees, hazard direction and audit & A ; conformity.
To construct sound client franchises across distinguishable concerns.
Increasing market portion in India ‘s spread outing banking.
Delivering high quality client service.
Delivering more merchandises to more clients.
Keeping current high criterions for plus quality through disciplined recognition hazard direction.
Develop advanced merchandises and services that attract targeted clients and address inefficiencies in the Indian fiscal sector.
Product & A ; services
Foreign Currency Cash
Foreign Currency Demand Drafts
Travelers Checks: Travelers Checks are a safe and easy manner to protect your money when you travel. You can encash them merely when you need to, and merely against your signature, unlike hard currency which can be stolen and misused by anybody, instantly.
Credit Card: Credit Card can be used for all your demands, be it shopping, eating out, vacationing, fuelling up your vehicle, railroad ticket reserves – merely about any fiscal demand, planned.
Home loan: Home loans for single to buy or build houses.A
Personal Loans: The process of personal loan is simple, certification is minimum and blessing is speedy.
Foreign Currency Cash: Foreign Currency Cash is a convenient manner of run intoing personal disbursals along your journey, paying for taxis / internal travel, nutrient disbursals etc.
Foreign Currency Demand Drafts: Demand Drafts are issued in seven currencies like United States Dollars ( USD ) , Great Britain Pounds ( GBP ) , EURO, Nipponese Yen ( JPY ) , Australian Dollars ( AUD ) , Canadian dollars ( CAD ) and New Zealand Dollars ( NZD ) .
Foreign Currency Cheque Deposits: We can straight lodge our foreign currency checks in to our salvaging or current history.
Remittances: HDFC Bank offers the remittal installations by which we can direct and have money to anyone. They are categorized depending on location and the urgency with which we want the money transferred.
Trade Service: HDFC Bank have people with high degree of expertness and experience in trade services to supply services to accommodate specific demands and construction solutions for concern demands.
HDFC Bank have 500 subdivisions for trade services.
Common financess: Common financess are financess that pool the money of several investors to put in equity or debt markets.
Insurance: A HDFC Bank offers a universe of pick in insurance. Like – kids future programs, retirements programs, standard life, etc.
Technology – New is better! ! !
Plans to deploy connexions, with constitutional redundancy in the web
Tested CDMA and GSM solutions-specially for ATMs as they consume really little bandwidths
For corporate and retail banking the bank uses Flexcube and Finware of i-flex severally.
For catastrophe recovery the information at the chief centre is replicated in real-time on-line at the Chennai site
Security in banking, to a big extent, is built into the package or the application itself.
The information that are being transferred to the regional Centres or from internet banking petition, are encrypted
The authorised capital of HDFC Bank is Rs550 crore ( Rs5.5 billion ) .
The paid-up capital is Rs424.6 crore ( Rs.4.2 billion ) .
The HDFC Group holds 19.4 % of the bank & A ; apos ; s equity
Approximately 28 % of the equity is held by Foreign Institutional Investors ( FIIs ) and the bank has about 570,000 stockholders
GROWTH TRAJECTORY! ! !
Competition! ! ! – The manner in front V
HDFC Bank merged with TIMES BANK in 2000.
HDFC Bank wins the Asiatic Banker Best Retail Bank in India Award 2008 for outstanding public presentation.
HDFC Bank chosen as one of Asia Pacific ‘s best 50 companies by Forbes magazine.
& A ; apos ; Best Bank in the Private Sector 2008. & A ; apos ;
HDFC Bank ties up with Qatar National Bank.
HDFC Bank merged with CENTURION BANK OF PUNJAB in 200 7.
Milestones! ! ! !
HDFC follows the theoretical account of a sound corporate administration
The bank was amongst the first four companies, which subjected itself to a Corporate Governance and Value Creation ( GVC ) evaluation by CRISIL
A really sound and effectual hazard direction system in topographic point to make a less risk assets portfolio.
Uses Neural Technologies for hazard direction in its Credit Cards and other Retail Assets portfolios
Launch 250 new subdivisions.
HDFC Bank plans to raise Rs 4,200 crore in capital.
Relocate subdivisions to un-banked rural Punjab.
HDFC Bank plans to put up NBFC.
– Metro & A ; divisional metropoliss
– Business individual
– Salaried category ( both govt. & A ; private )
– Senior citizens
– Peoples who believes in modern banking with higher set of service i. e. cyberspace banking ( incontact, nomadic refill, travel currency card etc. )
Corporate banking market: this market aim the industries & A ; carry through their fiscal demands.
Capital market: this section is targeted on the long term demands of the person every bit good as of industries.
Retail banking market: this section is for retail investors & A ; supply them short term fiscal recognition for their personal, house clasp demands.
HDFC Bank has positioned itself as a bank which gives higher criterion of services through merchandise invention for the diverse demand of single & A ; corporate clients. So they want to foreground following points in their placement section:
Support of assorted boosters
High degree of services
Knowledge of Indian Market
– Turning Indian banking sector.
– Peoples are going more service oriented
– In the planetary market.
From assorted rivals
Future market tendencies.