SUMMER TRAINING REPORT

ON
STUDY OF INVESTMENT STRATEGIES

SUMMER TRAINING REPORT SUBMITTED TOWARDS THE
PARTIAL FULFILLMENT OF POST GRADUATE DEGREE IN
MASTER OF BUSINESS ADMINISTRATION
Under the supervision Submitted by:
(Mr. Ajay Bakshi) Richa Rani
M.B.A. (sem.
3
rd
)
ROLL NO:- 100786


School of Management Studies
BHAGAT PHOOL SINGH WOMEN UNIVERSITY
V.P.O. KHANPUR KALAN, 131305
TEH GOHANA, DISTT SONIPAT

PREFACE

Theoretical knowledge without the practical exposure is of little value. Theoretical studies
in classrooms are not sufficient to understand the functioning and nature of research
therefore it become necessary to undergo any research project work. Practical projects
supplements the theoretical studies i.e. it covers what is left uncovered in classrooms. It
exposes a student to invaluable pleasure of experience.

The advantages of this sort of integration (research program), which promotes guidance
to corporate culture, functional, social and norms along with formal teaching are
numerous.
To bridge the gap between theory and practical.
To install the feeling of belongingness and acceptance.
To help the students to develop the better understanding of the concepts and
questions already raised or to be raised subsequently during their research period.

I have completed my summer internship at HDFC BANK, Assandh City on the topic
comparative analysis of internet services of various banks. During the training programme,
I got an opportunity to learn valuable things, which I could not have been able to learn from
only theory classes.
In nutshell, whole of my project was invaluable experience in pursuit of knowledge. In the
forthcoming pages, attempt has been made to present a comprehensive report concerning
different aspect of my research in a simple, easy and understandable style. The overall gain to
me will be reflected in the report itself.









ACKNOWLEDGEMENT

I would like to convey my heartiest gratitude to several people, for their support and guidance
which helped me complete my summer internship.

I am immensely thankful to HDFC BANK for giving me the opportunity to carry out my
project work in this esteemed organization and assigning me the project in the area of my
interest in the net banking.

The satisfaction, which accompanies the successful completion of any task is incomplete
without the mention of the names of those people who made it possible, because success is
the epitome of hard work, perseverance, undeterred missionary, zeal, determination and the
most encouraging guidance and advice which serve as beacon light and crown our efforts
with success.

At this outset, I extend my earnest thanks and gratefulness to my both Project guides-
Corporate as well as Academic, namely Mr. Ajay Bakshi (Branch manager, HDFC BANK
), for his precious guidance and mentoring without which my training here would not have
been so rewarding.

I express my profound gratitude and indebtness to Mr. Nitin Thapar for his insightful
knowledge, patience and encouragement which gave me the strength and power to perform
my best.

Finally, I express my heartfelt gratitude to each and every individual who have been
associated with my project work including those whom I may have inadvertently failed to
mention.











Contents

Chapter 1: Company profile
Background
Principle & values
Business focus

Chapter 2: Introduction

Introduction to the E-Banking
Review of Literature

Chapter 3: Research Methodology

Objectives of the Study

Chapter 4: Analysis and Interpretation

Data Analysis

Chapter 5: Conclusion

Findings
Recommendations
Limitations

Bibliography















Executive Summary

E-banking utilizes technology to allow a bank's customers and other stakeholders to interact
and transact with the bank effortlessly through a variety of channels such as the Internet,
wireless devices, ATMs and physical branches. Internet banking is one component of a wide-
ranging E-banking offering. E-banking has exploded onto the web and the Internet is a
powerful and cost effective medium for business to interact with and service their customers.
The number of online banking services to customers continues to grow and the Internet offers
enormous opportunities for banks, and other financial services to fundamentally reshape their
organizations. Banks can generate revenue through increased account, access fees and benefit
from promotional opportunity to cross sell products such as credit cards and loans Internet
enables banks to offer low cost, high value added financial services. It can be said that finally
banks are finding that a comprehensive online banking strategy is essential for success in the
increasingly competitive financial services market.

Competition and changes in technology and lifestyles have changed the face of banking and
banks in the present environment are seeking alternative way to provide and differentiate
their services. For success in the increasingly competitive financial services market, banks are
finding that a comprehensive online banking strategy is essential which also provides the
essential security requirements. Security policy should include management commitment,
technological support and effective disseminations of the policy and the security awareness of
all users. Security measures should be taken very seriously by the banks because the standard
for secure electronic transactions on the Internet and its widespread adoption including
security measures like encryption, digital authentication, and verification of on-line identity,
increase consumer confidence. Such advances in Internet security can surely put banks in
perspective again as financial intermediaries and facilitators of complete commercial
transaction via electronic networks.

The opportunities for banks in the Internet arena are varied as they can become technology
providers by spinning off technology resources to start up new business stream, become
content providers for information regarding products, indices, etc and enablers by providing
back bone systems to support multiple payment system alternatives. Also, consumers are
increasingly looking for services they can access from a singly entry point.


HDFC
HOUSI NG DEVELOPMENT FI NANCE CORPORATI ON
LTD
COMPANY PROFI LE:


HI STORY
HDFC Bank was incorporated in 1994 by Housing Development Finance Corporation
Limited (HDFC), India's largest housing finance company. It was among the first companies
to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in
the private sector. The Bank started operations as a scheduled commercial bank in January
1995 under the RBI's liberalisation policies.
Times Bank Limited (owned by Bennett, Coleman & Co. / Times Group) was merged with
HDFC Bank Ltd., in 2000. This was the first merger of two private banks in India.
Shareholders of Times Bank received 1 share of HDFC Bank for every 5.75 shares of Times
Bank.
In 2008 HDFC Bank acquired Centurion Bank of Punjab taking its total branches to more
than 1,000. The amalgamated bank emerged with a base of about Rs. 1,22,000 crore and net
advances of about Rs.89,000 crore. The balance sheet size of the combined entity is more
than Rs. 1,63,000 crore
FOUNDER OF HDFC
If ever there was a man with a mission it was Hasmukhbhai Parekh, HDFC Founder and
Chairman-Emeritus, who left this earthly abode on November 18, 1994. Born in a traditional
banking family in Surat, Gujarat, Mr. Parekh started his financial career at Harkisandass
Lukhmidass a leading stock broking firm. The firm closed down in the late seventies, but,
long before that, he went on to become a towering figure on the Indian financial scene. In
1956 he began his lifelong financial affair with the economic world, as General Manager of
the newly-formed Industrial Credit and Investment Corporation of India (ICICI). He rose to
become Chairman and continued so till his retirement in 1972.At the ripe age of 60,
Hasmukhbhai started his second dynamic life, even more illustrious than his first. His vision
for mortgage finance for housing gave birth to the Housing Development Finance
Corporation it was a trend-setter for housing finance in the whole Asian continent. He was
a true development banker. His building up HDFC without any government assistance is
itself a brilliant chapter in financial history. His wisdom and warmth drew people from all
walks of life to him, for advice, guidance and inspiration. A soft spoken man of few words,
Mr. Parekh nevertheless held strong and definite views with a quiet conviction. He was
always concerned with building bridges, improving and encouraging communication between
people.He was also a writer in his own right. There are over 200 published articles by him,
full of incisive comments on finance and economics. In 1953 he brought out a volume called:
The Bombay Money Market. It detailed the intricate working of the Indian money market. His
works in Gujarati Hirane Patro, Hirane Vadhu Patro occupy pride of place in Gujarati
literature. In 1992, the Government of India honoured him with the Padma Bhushan Award.
The London School of Economics & Political Science conferred on him an Honorary
Fellowship.But there was much more to the man than his financial genius. In his own
unassuming way, Hasmukhbhai devoted all his life to raising resources for philanthropic
causes. He was one of the Founder Members of the Centre for Advancement of Philanthropy,
and its Chairman till 1993. He took active interest in the Bombay Community Public Trust,
designed specifically to serve the needs of the citys underprivileged citizens.When Mr.
Deepak Parekh took over as Chairman from Hasmukhbhai, he said: Taking over from H.T.
Parekh is a formidable task; his vision brought about not only an institution, but an entire
concept which has proved itself to be of lasting importance.In his last years, developments
in the financial sector brought him some measure of satisfaction. Says ICICI Chairman, N.
Vaghul: The most gratifying aspect about his life is that values he cherished all his life,
came into reality in the last years opening up the financial sector, and deregulation of
lending rates were issues he stood for all his life, and this happened before he passed
away.Farewell dear Hasmukhbhai! All of us will miss not only H.T. Parekh the financial
wizard, but much more so, the man. The only and best tribute we can pay to such an
individual is to try and follow in his footsteps, keeping in mind his high ideals and
philanthropic outlook.


OBJ ECTI VE
Housing Finance Sector
Against the milieu of rapid urbanisation and a changing socio-economic scenario, the
demand for housing has grown explosively. The importance of the housing sector in the
economy can be illustrated by a few key statistics. According to the National Building
Organization (NBO), the total demand for housing is estimated at 2 million units per year
and the total housing shortfall is estimated to be 19.4 million units, of which 12.76 million
units is from rural areas and 6.64 million units from urban areas. The housing industry is the
second largest employment generator in the country. It is estimated that the budgeted 2
million units would lead to the creation of an additional 10 million man-years of direct
employment and another 15 million man-years of indirect employment.
Having identified housing as a priority area in the Ninth Five Year Plan (1997-2002), the
National Housing Policy has envisaged an investment target of Rs. 1,500 billion for this
sector. In order to achieve this investment target, the Government needs to make low cost
funds easily available and enforce legal and regulatory reforms.

Business Objectives
The primary objective of HDFC is to enhance residential housing stock in the country
through the provision of housing finance in a systematic and professional manner, and to
promote home ownership. Another objective is to increase the flow of resources to the
housing sector by integrating the housing finance sector with the overall domestic financial
markets.


Organizational Goals
HDFCs main goals are to a) develop close relationships with individual households, b)
maintain its position as the premier housing finance institution in the country, c) transform
ideas into viable and creative solutions, d) provide consistently high returns to shareholders,
and e) to grow through diversification by leveraging off the existing client base.
Business focus
HDFC Bank deals with three key business segments. - Wholesale Banking Services, Retail
Banking Services, Treasury. It has entered the banking consortia of over 50 corporates for
providing working capital finance, trade services, corporate finance, and merchant banking.
It is also providing sophisticated product structures in areas of foreign exchange and
derivatives, money markets and debt trading and equity research.
[citation needed]

Wholesale banking services
Blue-chip manufacturing companies in the Indian corp to small & mid-sized corporates and
agri-based businesses. For these customers, the Bank provides a wide range of commercial
and transactional banking services, including working capital finance, trade services,
transactional services, cash management, etc. The bank is also a leading provider of
[clarification
needed]
for its to corporate customers, mutual funds, stock exchange members and banks.
Retail banking services
HDFC Bank was the first bank in India to launch an International Debit Card in association
with VISA (VISA Electron) and issues the Mastercard Maestro debit card as well. The Bank
launched its credit card business in late 2001. By March 2009, the bank had a total card base
(debit and credit cards) of over 13 million. The Bank is also one of the leading players in the
merchant acquiring business with over 70,000 Point-of-sale (POS) terminals for debit /
credit cards acceptance at merchant establishments. The Bank is positioned in various net
based B2C opportunities including a wide range of internet banking services for Fixed
Deposits, Loans, Bill Payments, etc.
Treasury
Within this business, the bank has three main product areas - Foreign Exchange and
Derivatives, Local Currency Money Market & Debt Securities, and Equities. These services
are provided through the bank's Treasury team. To comply with statutory reserve
requirements, the bank is required to hold 25% of its deposits in government securities. The
Treasury business is responsible for managing the returns and market risk on this investment
portfolio.
Distribution network
HDFC Bank is headquartered in Mumbai.
The Bank has an nationwide network of 2000 branches
spread in 996 towns and cities across India. All
branches are linked on an online real-time basis.
Customers in over 500 locations are also serviced
through Telephone Banking. The Bank has a presence in all major industrial and commercial
centres across the country. Being a clearing/settlement bank to various leading stock
exchanges, the Bank has branches in the centres where the NSE/BSE have a member base.
The Bank also has 5,998 networked ATMs across these towns and cities. Moreover, HDFC
Bank's ATM network can be accessed by all domestic and international Visa/MasterCard,
Visa Electron/Maestro, Plus/Cirrus and American Express Credit/Charge cardholders.

SOCI AL I NI TI ATI VES OF HDFC
The social responsibility function at HDFC is not just restricted to a few specialists or
narrowly defined set of activities packaged somewhere out of sight. It is a daily part of what
the company strives to be: responsive, imaginative and sensitive in the way HDFC treat his
customers, business associates, shareholders, employees and the wider world in which
HDFC operates. The brief accounts of select grants from the Shelter Assistance Reserve and
other initiatives described in the following pages are suggestive of his approach.
The year 2005-06 marked a decade of HDFCs varied initiatives in the area of micro-finance
with continued bulk-lending operations towards micro-enterprises and low-income housing.
The year also saw India facing a terrible succession of natural calamities, from the floods in
Mumbai and other parts of Maharashtra to the earthquake in the Himalayan region of
Kashmir. HDFC joined hands with local level organizations to provide relief to the victims in
the affected areas. In each case, the spirit and response of the people involved was
characteristically generous and inspiring.

`Shelter Assistance Reserve

During the year, HDFC extended support towards several social causes resulting in an
overall utilization of Rs. 476.56 lacs from the Shelter Assistance Reserve. This involved the
funding of numerous development initiatives by way of grants to over 150 partners NGOs.The
segment-wise break-up of the utilization is highlighted in the chart below. Cited below are a
few examples of projects funded by way of grant support out of the Shelter Assistance
Reserve during 2005-06:
Ramakrishna Mission Students Home
The Students Home Chennai which was established in 1905, is one of the oldest social
service organizations in India and is a part of the Ramakrishna Mission, West Bengal.
Originally the Mission had started a centre in Chennai to cater to the needs of orphaned and
destitute boys. Free boarding and lodging was provided to the children but as the numbers
grew the Mission decided to set up a Residential High School. Along with academic training
the school also started providing vocational training and has now developed into a
Residential Technical Institute.
Currently the Home provides boarding, lodging and education to 400 orphaned /destitute
boys in the age bracket of 10-19.As part of its centenary, the school wants to add two new
courses to the existing syllabus- Mechanical Engineering and Computer Technology. With
the increase in the number of students attending the courses, the Home is building additional
hostel facilities. HDFC has taken up the boarding and lodging expenses of the new students
for a period of two years.

Aids Walk for Life
13 States
300 cities
Over 6,000 Kms
36 exemplary individuals
Over 2 million educated on an oft-misunderstood and stigma associated disease
After covering 6,800 Kms across thirteen states in the country, The AIDS Walk for Life
reached its pinnacle in New Delhi. Today, more than 5 million people in India are infected
with HIV/AIDS. Yet, very little is known about the disease. On December 1, 2005 World
AIDS Day, our HDFC Delhi team joined the 36 heroes in propagating awareness creation
for combating HIV/AIDS. The Walk is a unique and theatrical way of spreading awareness in
the interiors of the country where conventional awareness campaigns may not penetrate.
HDFC is proud to be associated with Project Concern India as a corporate sponsor
supporting the cause of AIDS awareness.


RESPONDI NG TO NATURAL CALAMI TI ES
Terrible Tuesday
Mumbai the financial capital of the country, the city that never stops nor sleeps and yet
the metro was thrown into complete chaos on July 26, 2005. Heavy and incessant rains set off
floods and landslides battering normal life and forcing rail, road and air traffic to a virtual
standstill. Millions of citizens were affected stranded for hours, even days at railway
platforms, offices, in traffic jams while others waded through chest-deepwater to reach their
destinations. The record 944 mm of rains that lashed the metropolis took the death toll to
over 1000. The citys low-income working class, living in slums and shanties, watched
helplessly as their homes disappeared under water.
In spite of this catastrophe, the Mumbaikar spirit was clearly visible in every nook and
corner of the city with people coming out to aid those stranded on the road through the night.
HDFC partnered with famous singer Ms. Usha Uthup to capture this never-say-die spirit of
Mumbai through the video Mumbai Meri Hai. The song encapsulates the Mumbaikar spirit
of reaching out in times of need and rising back with full zeal and enthusiasm in spite of the
adversities.
Not to be left behind was our Mumbai region staff. A collection drive for relief material was
organized immediately after the disaster through our Church gate, Parel and Vashi offices.
Our staff donated wholeheartedly to this cause. The relief material was distributed to flood-
affected families in the slums of Mumbai and Navi Mumbai through local NGOs having a
strong community presence.HDFC was also able to obtain medicines from GlaxoSmithKline,
which were distributed among NGOs conducting health camps in various slums and low-
income neighborhoods in the city.
Further, HDFC extended grants to several NGOs coordinating relief and rehabilitation
efforts in various parts of Mumbai and NaviMumbai. The relief process included provision of
dry ration, potable water, emergency medical aid, provision of blankets and plastic sheets
etc. HDFC partnered with the Sir Ness Wadia Foundation and The Bombay Community
Public Trust to provide education material (specifically note books, uniforms and stationery)
to municipal school children in the severely affected areas.

Kashmir Earthquake
An earthquake of magnitude 7.6 struck the Himalayan region of Kashmir on October 8, 2005
resulting in colossal loss of life and property in Pakistan as well as India. On the Indian side,
it is reported that the disaster left more than 1300 people dead and some 2500 injured, while
over 1500 were missing. Through our Jammu, Ludhiana and Chandigarh offices, HDFC
provided relief material in the form of blankets, pulloversand milk powder for the immediate
needs of the victims of the earthquake. In this initiative, HDFC partnered with Childline
India Foundation (CIF) and their partner organization Youth Technical Training Society
(YTTS), Srinagar. YTTS worked very closely with the Indian Army in planning and carrying
out the relief measures. The packaged relief material was transferred from Ludhiana to
Chandigarh from where it was airlifted to Jammu.
HDFC also partnered with The SOS Childrens Villages of India, who had already started
emergency relief work for families with a primary focus on children. SOS has offered (with
the willingness of the J&KGovt.) to undertake long-term care of 100 orphaned children from
this tragedy through their existing SOS village in Srinagar.Contribution from HDFCs
employees and a matching grant from HDFC have helped further SOSs commitment for
long-term rehabilitation of orphaned children in Kashmir.

CAREERS WI TA HDFC
"HDFC's finest investment is in its Human Resources. It draws its personnel from many
disciplines. They are the building blocks on which the company's performance & productivity
is based".
HDFC most valuable assets are his Human Resources and it is his constant endeavour to
continuously develop them by laying strong emphasis on their Training & Development.
HDFC focus on our employees' career development so that their aspirations can meet his
goals. HDFC are truly proud that today we have a highly motivated team of professionals
and that we have the lowest employee turnover rate in the Industry.
Since our inception in 1977 HDFC have maintained his position as the premier Housing
Finance Institution in the country. His consistently high growth rate over the past 25 years
has provided challenging career opportunities for young professionals .many of who have
grown to become functional heads, regional managers, branch managers and service center
heads.

Organizational Culture & Values
HDFC have an open and informal culture. HDFCs value integrity, commitment, teamwork
and excellence in customer service. HDFC adopt a policy of "Learning by Doing" which
encourages decision making as well as learning from doing.

FUTURE OF HDFC
HDFC has always been market-oriented and dynamic with respect to resource mobilization
as well as its lending programme. This renders it more than capable to meet the new
challenges that have emerged. Over the years, HDFC has developed a vast client base of
borrowers, depositors, shareholders and agents, and it hopes to capitalise on this loyal and
satisfied client base for future growth. Internal systems have been developed to be robust and
agile, to take into account changes in the volatile external environment.
HDFC has developed a network of institutions through partnerships with some of the best
institutions in the world, for providing specialised financial services. Each institution is being
fine-tuned for a specific market, while offering the entire HDFC customer base the highest
standards of quality in product design, facilities and service.

AWARDS & ACCOLADES
Awards:2007
HDFC ranked 3rd amongst the Asian Banking and Finance Sector for Highest
Return on Equity by Asia money
The FICCI Ladies Organization (FLO) has adjudged our Executive Director, Ms
Renu Sud Karnad, as one of the Women Achievers of 2007. The Women Achiever's
Awards, one of the prestigious awards for women achievers, was held in Mumbai with
much glitz and style. At the glittering ceremony, amidst prominent guests Ms R S
Karnad was felicitated for her role at HDFC.
The Women Achiever's Awards recognizes eminent women personalities for their
outstanding contributions in their respective area of expertise. Various fields are
taken into account, such as entrepreneurship, social service, advertising, education
and political leadership. Other personalities felicitated at this years award ceremony
include the likes of Ms Anu Aga (Former Chairperson and Mentor, Thermax Ltd.), Ms
Sangeeta Singh (Senior VP, WIPRO), Dr. Ketayun Dinshaw (Director, Tata Memorial
Centre), Ms Saira Banu (well known female actor of yester years), amongst others.
Awards:2006
1 The International jury of Asian Centre for Corporate Governance awarded our
Chairman, Mr Deepak Parekh, with the Best Non Executive Director 2006 title in
recognition of the leadership role played by him as an independent director on the
board of several large companies. He is the first recipient of this award.A sought after
industry consultant, Mr Parekh is on the Board of several companies including Castrol
BP India; Hindustan Lever; MICO, Mahindra & Mahindra, Indian Hotels Company and
WNS. He is also the Non-Executive Chairman of Infrastructure Development Finance
Company Ltd, GlaxoSmithKline Pharmaceuticals Ltd. Siemens India Ltd., Lafarge India
amongst others. The Jury for the award comprised of eminent mix of International and
Indian professionals chaired by Mr Mervyn King, author of famous Kings Committee
Report on Corporate Governance. KPMG and Mahendra & Ardneham Consulting were
the knowledge partners for designing the award criteria.
Asian Centre For Corporate Governance (ACCG) is promoted by Mahendra & Young
Knowledge Foundation, a non-profit Public Charitable Trust. The mission ACCG is to
promote Global Corporate Governance principles of Transparency, Accountability &
Equity and aims to become a Catalytic Institution to bring about qualitative
improvements in the Corporate Governance Processes & Practices of Asian
Companies for optimizing the shareholders as well as stake holders value, in a
balanced manner.
3) CNBC-TV18 CFO Awards 2006
TV18 instituted for the first time an award for the Chief Financial Officers (CFOs) of
India Inc., in recognition of the contribution that they have made towards the
outstanding success of their organizations. The CNBC-TV18 CFO Awards 2006 was
held on 25 and 26 November at The Hilton, Ras-Al-Khaimah (RAK), UAE.
At the award ceremony, our Managing Director, Mr Keki Mistry was pronounced as
the Best Performing CFO in the Financial Services Sector. Other nominees for this
category were Shashi Jagdishan (HDFC Bank Ltd), Vishakha Mulye (ICICI Bank
Ltd), Arun Kaul (Punjab National Bank) and Arun Shandilya (State Bank of India).
RAK crown prince Shaikh Saud, RAK Chairman Shaikh Faisal, Ministry of
Economics HOD Shaikha Lubna presided over the event, and awards the winners.
The winners of the CNBC-TV18 CFO Awards were selected after an extensive three -
stage selection process. Nominations for these prestigious awards have been arrived
at after a comprehensive quantitative research of India's best businesses. Synovate
India and Grant Thortan partnered with CNBC-TV18 to conduct the quantitative
research. A poll amongst senior management in corporate India and special industry
groups further short-listed the nominations. The final selection was done by a panel
of eminent jury comprising of personalities like Infosys Technology LTD director-HR
& ENR TV Mohandas Pai, FPSB India chairman Shailesh Haribhakti, AV Brila
Group CFO Sumant Sinha, Deloitte Haskins and Sells joint managing partner Dileep
Choksi, ICICI Securities Ltd MD Subrata Mukherji and HDFC MD Keki Mistry.
Some of the nominations received for the awards were of famous industry stalwarts
and well known CFOs of buoyant companies like KC Birla, (UltraTech), Moses Elias
(Colgate), D.D. Rathi (Grasim), S. Radhakrishnan (Cipla), Ram S. Ramasundar
(Ranbaxy) and Rajiv Rattan (Indiabulls Financial Services Ltd).

HDFC won the award for 'Investment Management in India' at the EUROMONEY
2006 Real Estate Awards

2 Zee Business Pinnacle Awards
The first Zee Business Pinnacle Awards, instituted by one of Indias leading Hindi
business news channels - Zee Business, was held in Delhi on October 7, 2006. Amidst
the blitz of corporate glitterati, HDFC was pronounced the winner for the Best
Home Loan Provider title. Mr. Prabhat Rao, Regional Manager (UP, Uttaranchal &
Vidharba) received the award on behalf of HDFC.
Mr. Jaipal Reddy, Minister of Urban Development, attended the award presentation
ceremony as the Guest of Honour to share the illustrious moment of the real estate
industry. Other winners of the evening included prominent builder
K Raheja Corp., Asian Paints, Steel Authority of India Ltd (SAIL), Dr E Sreedharan, MD -
Delhi Metro Rail Corporation for his Life Time Achievement, amongst others.
The award has been instituted to recognize excellence in the real estate, construction
and allied industries. The 23 award categories were evaluated by a jury of experts
drawn from fields, which are diverse, yet relevant to the construction and real estate
sector. It recognized talents for their contribution in technical, creative and individual
achievements. The awards aim at becoming an annual event highlighting the glory of
Indias fast growing real estate business.

Limca Book of Records, 2006: HDFC for the landmark achievement of Rs. One Lakh
Crore

3 HDFC wins the Best Strategy award at the 4Ps Business, Marketing & Advertising
Power Awards 2006
Indias first integrated award for Business, Marketing and Advertising, was hosted by
Planman Media on November 3, 2006 at the J.W. Marriot, Mumbai. The function that
played host to prominent CEOs, policy makers, marketing and advertising gurus and
other renowned personalities from corporate India, witnessed our Managing Director
Mr Keki Mistry receive the award for Best Strategy on behalf of HDFC. In his
acceptance message Mr Mistry said - I receive this award on behalf of all the
HDFCites, whose relentless effort has contributed towards this success. Some of the
other winners of the evening included prominent brands and reputed media
companies like Airtel, DNA, Rediffusion DY & R, amongst others.
4Ps Business, Marketing & Advertising Power Awards was jury based, which
honoured companies and their CEOs under fourteen different categories, selected by
the Indian Council for Marketing & Research (ICMR) and the editorial team of 4Ps
Business & Marketing. The Best Strategy category took into account the best
business, marketing and advertising strategies adopted. Nominees for this category
were Bennett, Coleman Co. Ltd, Maruti, Jet Airways, HLL, and HDFC - the winner
for 2006.
Planman Media, is the Prof. Arindam Chaudhuri envisioned publishing house, that
publishes several prominent magazines, such as The 4Ps(Marketing), The Business &
Economy, The Sunday Indian, India Economy Review, amongst several others. The
institution firmly believes in serious academic pursuits, and IIPM (Indian Institute of
Planning and Management) is an extension of this endeavors.
5)Dun & Bradstreet American Express Corporate Awards 2006
In a glittering function that was held on August 17, 2006 at the Taj Mahal Hotel,
Mumbai, D&B felicitated 20 of Indias biggest corporate names and highest
performers from 58 sectors. The Awards ceremony was attended by over 300 chiefs of
Indias most prestigious companies. HDFC was selected as the top Indian company in
the FIs / NBFCs / Financial Services sector. On behalf of HDFC, Mr Conrad
DSouza, Sr GM - Treasury received the award.
The occasion also marked the launch of the premier Dun & Bradstreet India (D&B
India) publication - Indias Top 500 Companies 2006 by Mr M. Damodaran,
Chairman, Securities and Exchange Board of India (SEBI). The publication identified
58 sectors for classifying the companies, and the Dun & Bradstreet American
Express Corporate Awards 2006 felicitated the top company from 20 of the identified
sectors, which included the likes of Reliance Industries Ltd., Infosys Technologies
Ltd., Hindustan Lever Ltd., besides several others. The companies were short listed
on the basis of their market capitalisation on the BSE and NSE, Indias two main
stock exchanges.
Dun & Bradstreet (D&B) is the leading provider of business-to-business credit,
marketing, purchasing, and decision-support services worldwide. In the business-to-
business marketplace, Dun & Bradstreet is the indispensable source of content,
\information-management expertise and business insight that companies need to make
more informed decisions and build profitable relationships..

4 WINNERS ALL
Financial Express on Sunday raises a toast to Padma award winning industry
captains - Vijaypat Singhania, Nandan Nilekani, Deepak Parekh, S Ramadorai,
Suresh Krishna and Shahnaz Husain.
The chairman of HDFC, Deepak Parekh, can add another tag to his name - Padma
Bhushan. Parekh is not just the best-known name in housing finance in the country;
he is almost always the first choice of both government and industry on business
matters of the highest importance. He has stood up for liberal real estate and housing
policies both at the Central and State levels.
Parekh heads Housing Development Finance Corporation (HDFC), India's first and
largest mortgage finance company, which has now grown into a large financial
conglomerate. HDFC Bank was the first of nine private banks set up in the mid-1990s
to showcase India's liberalisation and economic reform.
Parekh, who trained as a chartered accountant in London and worked with Chase
Manhattan Bank early in his career, has helped in a general insurance joint venture
with Chubb and a tie-up with Standard Life, UK, for asset management and life
insurance. He has advised various governments on high-powered, government-
appointed panels to lay out the blueprint for reform in the banking, insurance and
housing sectors. This has meant telling the government to take hard decisions.
Parekh is the non-executive chairman of HDFC Asset Management Company Ltd,
HDFC Standard Life Insurance Company Ltd and HDFC Chubb General Insurance
Ltd. Before this, he has won awards.













CHAPTER 1
INTRODUCTION
TO
E-BANKING
INTRODUCTION
INDIAN BANKING INDUSTRY

Banking falls under credit market and in India it is mainly governed by the Banking
Regulation Act, 1949 and RBI Act, 1934. The Reserve Bank of India and the Government of
India exercise control over banks from the opening of banks to their winding up by virtue of
the powers conferred under these statutes.

The business of Banking:

1] Definition:
Banking is defined in section 5(b) of Banking Regulation Act, 1949 as the acceptance of
deposits from public for the purpose of lending or investment. Such deposits may be
repayable on demand or for a period of time as agreed by the banker and the customer.

2] Acceptance of deposits by Non-Banking entities:
There are also non-banking companies, firms and other unincorporated associations of
persons and individuals who accept deposit from the public. Acceptance of deposits by non-
banking financial companies is regulated by the Reserve Bank of India under the directions
issued by it under chapter 111B of the Reserve Bank of India Act. Other companies are
regulated by the central government under the companies (acceptance of deposits) rules,
issued under section 58A of the Companies Act.
3] License for banking:
In India, it is necessary to have a license from the Reserve Bank of India under section 22 of
the Banking Regulation Act for commencing or carrying on the business of Banking. Every
banking company has to use the word Bank as a part of its name and no company other a
banking company can use the words, Bank, Banker, Banking as a part of its name.

4] Permitted Business:
Although, traditionally the main business of the banks is, acceptance of deposits and lending,
the banks have now spread their wings far and wide into many allied and even unrelated
activities. Some of the important forms of business permissible are:
borrowing, raising, or taking up of money
lending or advancing of money either upon security or without security
drawing, making, accepting, discounting, buying, selling, collecting and dealing in
bills of exchange, hundis, promissory notes, coupons, drafts, bills of lading, railway
receipts, warrants, debentures, certificates, scrips and other instruments and securities
whether transferable or negotiable or not
providing of safe deposit vaults
collecting and transmitting of money and securities
And other businesses as permissible under section 6(1).

5] Prohibited Business:
Section 8 of the Banking Regulation Act prohibits Banking Company from engaging directly
or indirectly in trading activities and under taking trading risks.
Buying or selling or bartering of goods directly or indirectly is prohibited.

















SWOT Analysis
Strengths
Right strategy for the right
products.
Superior customer service vs.
competitors.
Great Brand Image
High degree of customer
satisfaction.
Good place to work
Lower response time with efficient
and effective service.
Dedicated workforce aiming at
making a long-term career in the
field.

Weaknesses

Some gaps in range for certain
sectors.
Customer service staff needs
training.
Processes and systems, etc
Management cover insufficient.
Sectoral growth is constrained by
low unemployment levels and
competition for staff
Opportunities
Profit margins will be good.
Could extend to overseas broadly.
New specialist applications.
Could seek better customer deals.
Fast-track career development
opportunities on an industry-wide
basis.
An applied research centre to
create opportunities for developing
techniques to provide added-value
services
Threats
Great risk involved
Very high competition prevailing in
the industry.
Vulnerable to reactive attack by
major competitors.
Lack of infrastructure in rural areas
could constrain investment.
High volume/low cost market is
intensely competitive.

DEFI NI TI ON OF E-BANKI NG

Electronic banking, also known as electronic funds transfer (EFT), is simply the use of
electronic means to transfer funds directly from one account to another, rather than by
cheque or cash. E-banking means any user with a personal computer can get connected to his
banks website to perform any of the virtual banking functions.
You can use electronic funds transfer to:

Have your paycheck deposited directly into your bank or credit union checking account.
Withdraw money from your checking account from an ATM machine with a personal
identification number (PIN), at your convenience, day or night.
Instruct your bank or credit union to automatically pay certain monthly bills from your
account, such as your auto loan or your mortgage payment.
Have the bank or credit union transfer funds each month from your checking account to
your mutual fund account.
Have your government social security benefits check or your tax refund deposited
directly into your checking account.
Buy groceries, gasoline and other purchases at the point-of-sale, using a check card rather
than cash, credit or a personal check.
Use a smart card with a prepaid amount of money embedded in it for use instead of cash
at a pay phone, expressway road toll, or on college campuses at the library's photocopy
machine or bookstores.
Use your computer and personal finance software to coordinate your total personal
financial management process, integrating data and activities related to your income,
spending, saving, investing, recordkeeping, bill-paying and taxes, along with basic
financial analysis and decision making.

In simple terms, it means banking without involving any physical exchange of money,
instead carrying on transactions electronically, from one account to another, using the
internet.
E-Banking can also be defined as the automated delivery of new and traditional banking
products and services directly to customers through electronic, interactive communication
channels. E-Banking includes the systems that enable financial institution customers,
individuals or businesses, to access accounts, transact business, or obtain information on
financial products and services through a public or private network, including the internet.
Customers access e-banking services using an intelligent electronic device, such as a personal
computer (PC), personal digital assistant (PDA), automated teller machine (ATM), kiosk, or
Touch Tone Telephone.

Electronic banking is conducted by using Automatic Teller Machines (ATMs), telephones
(not via the Internet) or debit cards. Debit cards look like a credit card. But unlike a credit
card, using a debit card removes funds from your bank account immediately.
Some electronic banking services are ATMs, direct deposit and withdrawal services, pay by
phone systems, point-of-sale transfer terminals, Web banking or PC banking services, even
banking from your mobile phone. Electronic banking makes use of electronic currency.
Check cards or debit cards, smart cards or stored-value cards, digital cash and digital cheques
are the different types of electronic currency. If you use a check card to make purchases, the
funds are transferred immediately from your account to the store's account. Smart cards have
a specific amount of credit embedded in it. The chip in the card contains both personal and
financial information. Digital cash is one way of allowing consumers make purchases over
the Internet instead of using a credit card. Digital checks are used with electronic bill paying
services. Consumers can use personal finance software packages or they can use software
provided by a bank.
Electronic banking, including online banking may also be an important factor while
analyzing the competitive implications of U.S. bank mergers and acquisitions.
On line banking or PC banking offers a wider outreach for smaller institutions. Larger
institutions may be able to manage the technical overhead and security concerns over Internet
banking. Electronic banking offers consumers the convenience of accessing and transferring
funds between their accounts, paying their bills and other purchases, twenty four hours a day,
seven days a week.
On-line banking is a service provided by many banks, thrifts, and credit unions that allows
you to conduct banking transactions over the Internet using a personal computer, mobile
telephone, or handheld computer (such as a "personal digital assistant").
User may be able to:
Access accounts round-the-clock, even on weekends
See balances on-line and find out whether checks or deposits have cleared
Transfer funds between accounts
Download information directly into personal finance software
Receive and pay bills on-line (without check writing, envelopes, or stamps).

Various Products and Services provided by E-Banking
PRODUCTS SERVICES
ATMs Bill Payment Services
Credit Cards Fund Transfer
Debit Cards Railway Pass
Smart Cards Investing through e-banking
E-Cheques Recharging prepaid phones
Shopping
Online Movie Tickets

PRODUCTS
Automated Teller Machines (ATM)
An unattended electronic machine in a public place, connected to a data system and related
equipment and activated by a bank customer to obtain cash withdrawals and other banking
services. It is also called cash machine, money machine.
An automated teller machine or automatic teller machine (ATM) is an electronic
computerized telecommunications device that allows a financial institution's customers to
directly use a secure method of communication to access their bank accounts, order or make
cash withdrawals (or cash advances using a credit card) and check their account balances
without the need for a human bank teller (or cashier in the UK). Many ATMs also allow
people to deposit cash or cheques, transfer money between their bank accounts, top up their
mobile phones' pre-paid accounts or even buy postage stamps.
On most modern ATMs, the customer identifies him or herself by inserting a plastic card
with a magnetic stripe or a plastic smartcard with a chip, that contains his or her account
number. The customer then verifies their identity by entering a pass code, often referred to as
a PIN (Personal Identification Number) of four or more digits. Upon successful entry of the
PIN, the customer may perform a transaction.
If the number is entered incorrectly several times in a row (usually three attempts per card
insertion), some ATMs will attempt retain the card as a security precaution to prevent an
unauthorised user from discovering the PIN by guesswork. Captured cards are often
destroyed if the ATM owner is not the card issuing bank, as non-customer's identities cannot
be reliably confirmed.
The Indian market today has approximately more than 17,000 ATMs.

Credit Cards
The plastic credit card with a magnetic strip many people carry in their wallets or purses is
the end result of a complex banking process. Holders of a valid credit card have the
authorization to purchase goods and services up to a predetermined amount, called a credit
limit. The vendor receives essential credit card information from the cardholder, the bank
issuing the card actually reimburses the vendor, and eventually the cardholder repays the
bank through regular monthly payments. If the entire balance is not paid in full, the credit
card issuer can legally charge interest fees on the unpaid portion.
Individual banking institutions have their own policies when it comes to credit card
applications. Customers may seek either a secured or unsecured credit card, depending on
their individual repayment histories (credit rating). A secured credit card requires the
applicant to deposit an amount of cash equivalent to the credit limit desired.
An unsecured credit card, on the other hand, is generally issued to those who have a good
credit history and have demonstrated an ability to repay the accrued debt on time. Credit
limits are determined on an individual basis, and may be raised or lowered based on
performance. An unsecured credit card is essentially a pre-approved loan, with interest rates
higher than a similar personal bank loan. The main benefit of any credit card is instant access
to more cash than you may have on hand.
Credit card use often becomes problematic when the holder accrues more debt than a regular
monthly payment can cover. The issuing bank does allow credit card users to carry over
balances every month (revolving credit), but significant interest rates may also accrue on
those balances. Missing a scheduled payment can also prompt the bank to raise interest rates
on a delinquent account. If a credit card holder can only afford to pay the minimal amount
due every month, he or she will not be reducing the actual debt incurred. The minimal
payments may only apply to the accrued interest. This is a financial spiral many credit card
users may experience if they don't use proper spending restraint.
A credit card does give the holder an immediate credibility for services such as hotel
reservations, car rentals and airline ticket reservations. Those without a credit card often have
to guarantee their reservations with cash deposits or several forms of identification. Many
credit card plans also include insurance coverage for theft or fraud. If a credit card is reported
stolen and then used illegally, the cardholder would not be held responsible for unauthorized
charges. A credit card holder can authorize other people to use the card for purchases or
services, however. Ultimately, the primary cardholder is responsible for all charges placed on
his or her account.
A credit card is not a requirement for successful living, but even those who only pay for
goods or services with available cash often find a credit card to be a convenient form of
identification and instant credibility. In order to avoid excessive credit card debt, the holder
must decide if the goods or services are worth the added expenses.
Types of Credit Cards
Platinum, Gold, Silver and Blue Cards: Ranging from the highest credit limit and fees
to the lowest credit limit and fees.
Co-branded Cards: Co- branded cards, reward points on which can be redeemed at
petrol pumps for free petrol and fuel purchases. Do not attract an additional tax on fuel.
Insurance Cards: The payment of insurance premium is possible through the card.
Travel Cards: Medical, legal, personal and travel payments are also possible across the
globe.
Debit Card A debit card is
a plastic card issued by banks to customers. The card allows instant purchase, removing the
correct balance from the users attached bank account. Debit cards are distinct from credit
cards in that they allow purchase based on available funds in the account to be deducted
immediately, instead of by using a line of credit that can be repaid at a later time.
Debit cards have the ability to purchase items at stores that have automated debit or credit
card machines.
Most forms of debit card require a personal identification number (PIN) as a security feature.
In online purchases, the PIN is usually not required, but users will often need to enter the
three or four digit security code listed on the back of the card. Additional safety measures
common for debit cards include a photograph of the cards owner on the front, or an
electronically reproduced customer signature imprinted on the card.
While the security features hold up well for in-person transactions, they leave debit card users
vulnerable for online theft. If a thief steals your wallet, they will likely have all of the
information they need to use your debit card for Internet transactions. If you have a dual
credit/debit card, they may also be able to use it in stores that do not require a PIN for credit
use. If you discover your card missing, or notice suspicious charges to your account, contact
your bank immediately.
Another peril debit card users face is accidental charges. If you have a two or more linked
bank accounts, such as checking and savings, you may sign up to have money transferred
from one to the other in case of overdrawing your account.
Rules regarding the use of debit cards vary from country to country and can impact their
popularity. In India, the merchant can be charged for each transaction involving a debit
purpose, leading to many shops banning their use.

Smart Cards
A smart card is any card that has an integrated circuit on it. A smart card lacks batteries, as
the size of a card is too small to mount all but the smallest of special-purpose batteries, which
are currently too expensive. Because it has no power on its own, a smart card must be
introduced to a smart card reader to temporarily give it power for the purpose of reading the
data contained therein.
The smart card has a variety of applications, including payment cards, identification cards,
access-control cards, cards for public transit, insurance cards, and the SIM cards found in cell
phones.
A smart card usually contains an embedded 8-bit microprocessor (a kind of computer chip).
The microprocessor is under a contact pad on one side of the card. Think of the
microprocessor as replacing the usual magnetic stripe present on a credit card or debit card.
The microprocessor on the smart card is there for security. The host computer and card
reader actually "talk" to the microprocessor. The microprocessor enforces access to the data
on the card. The chips in these cards are capable of many kinds of transactions. For example,
a person could make purchases from their credit account, debit account or from a stored
account value that's reload able. The enhanced memory and processing capacity of the smart
card is many times that of traditional magnetic-stripe cards and can accommodate several
different applications on a single card. It can also hold identification information, which
means no more shuffling through cards in the wallet to find the right one -- the Smart Card
will be the only one needed.
Usually smart cards come with an associated PIN number, which has to be inputted by the
user for all but the smallest transactions. This seriously cuts back on fraud.

E-Cheques
An E-Cheque is the electronic version or representation of paper cheque.
The Information and Legal Framework on the E-Cheque is the same as that of the paper
cheques.
It can now be used in place of paper cheques to do any and all remote transactions.
An E-cheque work the same way a cheque does, the cheque writer "writes" the e-Cheque
using one of many types of electronic devices and "gives" the e-Cheque to the payee
electronically. The payee "deposits" the Electronic Cheque receives credit, and the
payee's bank "clears" the e-Cheque to the paying bank. The paying bank validates the e-
Cheque and then "charges" the check writer's account for the check

SERVICES PROVIDED BY E-BANKING

1. Bill payment service

You can facilitate payment of electricity and telephone bills, mobile phone, credit card and
insurance premium bills as each bank has tie-ups with various utility companies, service
providers and insurance companies, across the country. To pay your bills, all you need to do
is complete a simple one-time registration for each biller. You can also set up standing
instructions online to pay your recurring bills, automatically. Generally, the Bank does not
charge customers for online bill payment.

2. Fund transfer
You can transfer any amount from one account to another of the same or any another bank.
Customers can send money anywhere in India. Once you login to your account, you need to
mention the payees account number, his bank and the branch. The transfer will take place in
a day or so, whereas in a traditional method, it takes about three working days. ICICI Bank
says that online bill payment service and fund transfer facility have been their most popular
online services.

3. Credit card Customers
With Internet banking, customers can not only pay their credit card bills online but also get a
loan on their cards. If you lose your credit card, you can report lost card online.

4. Railway pass
This is something that would interest all the aam janta. Indian Railways has tied up with
ICICI bank and one can now make his/her railway pass for local trains online. The pass will
be delivered to you at his doorstep. But the facility is limited to Mumbai, Thane, Nasik, Surat
and Pune.

5. Investing through Internet banking
You can now open an FD online through funds transfer. Now investors with interlinked
Demat account and bank account can easily trade in the stock market and the amount will be
automatically debited from their respective bank accounts and the shares will be credited
in their Demat account. Moreover, some banks even give you the facility to purchase mutual
funds directly from the online banking system. Nowadays, most leading banks offer both
online banking and Demat account. However if you have your Demat account with
independent share brokers, then you need to sign a special form, which will link your two
accounts.

6. Recharging your prepaid phone
now just top-up your prepaid mobile cards by logging in to Internet banking. By just selecting
your operator's name, entering your mobile number and the amount for recharge, your
phone is again back in action within few minutes.

7. Shopping
With a range of all kind of products, you can shop online and the payment is also
made conveniently through your account. You can also buy railway and air tickets through
Internet banking.











BENEFI TS/CONCERNS OF E-BANKI NG
BENEFITS OF E-BANKING
For Banks
Price- In the long run a bank can save on money by not paying for tellers or for
managing branches. Plus, it's cheaper to make transactions over the Internet.

Customer Base- the Internet allows banks to reach a whole new market- and a well
off one too, because there are no geographic boundaries with the Internet. The
Internet also provides a level playing field for small banks who want to add to their
customer base.

Efficiency- Banks can become more efficient than they already are by providing
Internet access for their customers. The Internet provides the bank with an almost
paper less system.

Customer Service and Satisfaction- Banking on the Internet not only allow the
customer to have a full range of services available to them but it also allows them
some services not offered at any of the branches. The person does not have to go to a
branch where that service may or may not be offer. A person can print of information,
forms, and applications via the Internet and be able to search for information
efficiently instead of waiting in line and asking a teller. With more better and faster
options a bank will surely be able to create better customer relations and satisfaction.

Image- A bank seems more state of the art to a customer if they offer Internet access.
A person may not want to use Internet banking but having the service available gives
a person the feeling that their bank is on the cutting image.

For Customers

Bill Pay- Bill Pay is a service offered through Internet banking that allows the
customer to set up bill payments to just about anyone. Customer can select the person
or company whom he wants to make a payment and Bill Pay will withdraw the
money from his account and send the payee a paper check or an electronic payment

Other Important Facilities- E- banking gives customer the control over nearly every
aspect of managing his bank accounts. Besides the Customers can, Buy and Sell
Securities, Check Stock Market Information, Check Currency Rates, Check Balances,
See which checks are cleared, Transfer Money, View Transaction History and avoid
going to an actual bank. The best benefit is that Internet banking is free. At many
banks the customer doesn't have to maintain a required minimum balance. The second
big benefit is better interest rates for the customer.

CONCERNS WITH E-BANKING

As with any new technology new problems are faced.

Customer support - Banks will have to create a whole new customer relations
department to help customers. Banks have to make sure that the customers receive
assistance quickly if they need help. Any major problems or disastrous can destroy
the banks reputation quickly an easily. By showing the customer that the Internet is
reliable you are able to get the customer to trust online banking more and more.

Laws - While Internet banking does not have national or state boundaries, the law
does. Companies will have to make sure that they have software in place software
market, creating a monopoly.

Security - Customer always worries about their protection and security or accuracy.
There are always questions whether or not something took place.

Other challenges - Lack of knowledge from customers end, sit changes by the banks,
etc








E-BANKING GLOBAL PERSPECTIVE
The advent of Internet has initiated an electronic revolution in the global banking sector. The
dynamic and flexible nature of this communication channel as well as its ubiquitous reach
has helped in leveraging a variety of banking activities. New banking intermediaries offering
entirely new types of banking services have emerged as a result of innovative e-business
models. The Internet has emerged as one of the major distribution channels of banking
products and services, for the banks in US and in the European countries.
Initially, banks promoted their core capabilities i.e., products, services and advice through
Internet. Then, they entered the e-commerce market as providers/distributors of their own
products and services. More recently, due to advances in Internet security and the advent of
relevant protocols, banks have discovered that they can play their primary role as financial
intermediators and facilitators of complete commercial transactions via electronic networks
especially through the Internet. Some banks have chosen a route of establishing a direct web
presence while others have opted for either being an owner of financial services centric
electronic marketplace or being participants of a non-financial services centric electronic
marketplace.
The trend towards electronic delivery of banking products and services is occurring partly as
a result of consumer demand and partly because of the increasing competitive environment in
the global banking industry. The Internet has changed the customers' behaviours who are
demanding more customized products/services at a lower price. Moreover, new competition
from pure online banks has put the profitability of even established brick and mortar banks
under pressure. However, very few banks have been successful in developing effective
strategies for fully exploiting the opportunities offered by the Internet. For traditional banks
to define what niche markets to serve and decide what products/services to offer there is a
need for a clear and concise Internet commerce strategy.
Banking transactions had already started taking place through the Internet way back in 1995.
The Internet promised an ideal platform for commercial exchange, helping banks to achieve
new levels of efficiency in financial transactions by strengthening customer relationship,
promoting price discovery and spend aggregation and increasing the reach. Electronic
finance offered considerable opportunities for banks to expand their client base and
rationalize their business while the customers received value in the form of savings in time
and money.
Global E-banking industry is covered by the following four sections:
E-banking Scenario: It discusses the actual state, prospects, and issues related to E-
banking in Asia with a focus on India, US and Europe. It also deals with the impact of E-
banking on the banking industry structure.
E-banking Strategies: It reveals the key strategies that banks must implement to derive
maximum value through the online channel. It also brings guidance for those banks,
which are planning to build online businesses.
E-banking Transactions: It discusses how Internet has radically transformed banking
transactions. The section focuses on cross border transactions, B2B transactions,
electronic bill payment and presentment and mobile payments. In spite of all the hype, E-
banking has been a non-starter in several countries.
E-banking Trends: It discusses the innovation of new technologies in banks.

E-BANKING STRATEGIES
Though E-banking offers vast opportunities, yet even less than one in three banks have an E-
banking strategy in place. According to a study, less than 15 percent of banks with
transactional websites will realize profits directly attributable to those sites. Hence, banks
must recognize the seriousness of the challenge ahead and develop a strategy that will enable
them to leverage the opportunities presented by the Internet.
No single E-banking strategy is right for every banking company. But whether they adopt an
offensive or a defensive posture, they must constantly re-evaluate their strategy. In the fast-
paced e-economy, banks have to keep up with the constantly evolving business models and
technology innovations of the Internet space. Early e-business adopter like Wells Fargo not
only entered the E-banking industry first but also showed flexibility to change as the market
developed. Not many banks have been as e-business-savvy. But the pressure is now building
for all banks to develop sound e-business strategies that will attract and retain increasingly
discriminating customers.
The major problem with the banks, which have already invested huge amounts in their online
initiatives, is that their online offerings remain unprofitable. Though banks have enrolled
some existing customers in their online programs, they are not getting customers in large
numbers. This has made banks wonder whether there is any value in the online channel. Just
enrolling customers for online banking may not be sufficient until and unless they use the site
actively. Banks must make efforts to increase their site usage by customers and effectively
co-ordinate the online channel with branches and call centers. Then only they will be able to
derive maximum value that includes cost reduction, cross-selling opportunities, and higher
customer retention.
Customers have some rational reasons for staying offline. Some of these reasons include
usability features of the site, concerns about security and frequent complaints that signing up
is complicated and time-consuming. Banks can solve these problems by refocusing
investment on improving the site's basic functionality and user-friendliness, and avoiding
advanced features that most customers neither understand nor value. Developing advanced
features that appeal to a relatively small numbers of customers, creates far less value than
strengthening core capabilities and getting customers to use them. Banks must make efforts
to familiarize customers with their sites and show them how easy and efficient the online
channel is to use.
Integrating the online channel with the rest of the bank is another important issue that banks
must focus upon. This is important because nearly all the value of the online channel is
realized offline _ in cross sales completed in other channels and in cost reductions. An
actively used online channel should also serve as a medium to sell banking services for the
branch staff, the call center, and the relationship manager. Integrated channels working
together are far more effective than a group of channels working without any coordination.
To facilitate this integration, banks must formulate paths that people in various customer
segments are likely to take among the channels. The interactions in each channel can then be
worked around these paths. For example, a call center representative must work out which
channel(s) the customer used before coming to her, and which channel(s) the customer is
likely to visit next. Each channel must have entry and exit points that must welcome
customers and then send to other channels. Hence, the overall goal of banks is to create a
seamless multichannel experience.
On the other hand, those banks that are planning to build their online businesses will have to
understand several strategic issues like do they have the right business model for E-banking?
How should they price their E-banking products and services? Bankers planning to move into
E-banking have to explore different options make investments and have to develop a variety
of partnerships. They have to put their time and efforts to identify the best opportunities. In
the case of traditional banks, if they are too aggressive in using price incentives to build their
e-business, they risk the profitability of their traditional business. However, if they do not
offer sufficient price incentives for customers to bank online, their efforts to build a sound e-
banking business may not fructify.
Banks have to be creative in rethinking organizational structures and management processes.
Traditional banks that are conservative in nature may find it difficult to attract and retain
online talent. Moreover, getting people in the traditional business to help build an e-
enterprise would not be an easy task. To make all this happen, requires a major revision of
incentive systems, planning and budgeting processes, and management roles. Banks can
exploit the opportunities provided by the Internet if they demonstrate courage, use their
imagination, and take decisive action.
While most of the banks have started focusing on E-banking activities, a new challenge in
the form of mobile banking has emerged. M-Banking is both an additional opportunity for
banks to offer their online services and an additional channel from which to access new
customers and cross-sell to existing customers. Rapidly changing lifestyles of customers and
their demand for more speed and convenience has subdued the role of branch banking to a
certain extent. With the proliferation of new technologies, disintermediation of traditional
channels is being witnessed. Banks can go beyond their traditional role as a channel for
banking/financial services and can become providers of personalized information. They can
successfully leverage m-banking to:
Provide personalized products and services to specific customers and thus increase
customer loyalty.
Exploit additional sources of revenue from subscriptions, transactions and third-party
referrals.
E-BANKING TRANSACTIONS
The introduction of new technologies has radically transformed banking transactions. In the
past, customers had to come physically into the bank branch to do banking transactions
including transfers, deposits and withdrawals. Banks had to employ several tellers to
physically make all those transactions. Automatic Teller Machines (ATMs) were then
introduced which allowed people to do their banking on their own, practically anytime and
anywhere. This helped the banks cut down on the number of tellers and focus on managing
money. The Internet then brought another venue with which customers could do banking,
reducing the need for ATMs. Online banking allowed customers to do financial transactions
from their PCs at home via Internet. Now, with the emergence of Wireless Application
Protocol (WAP) technology, banks can use the infrastructure and applications developed for
the Internet and move it to mobile phones. Now people no longer have to be tied to a desktop
PC to do their banking. The WAP interface is much faster and convenient than the Internet,
allowing customers to see account details, transaction details, make bill payments, and even
check credit card balance.
The cost of the average payment transaction on the Internet is minimum. Several studies
found that the estimated transaction cost through mobile phone is16 cents, a fully
computerized bank using its own software is 26 cents, a telephone bank is 54 cents, a bank
branch, $1.27, an ATM, 27 cents, and on the Internet it costs just 13 cents. As a result, the
use of the Internet for commercial transactions started to gain momentum in 1995. More than
2,000 banks in the world now have transactional websites and the growth of online lending
solutions is making them more cost efficient. Recent developments are now encouraging
banks to target small businesses as a separate lending category online.
Banks are increasingly building payment infrastructure with various security mechanisms
(SSL, SET) because there is tremendous potential for profit, as more and more payments will
pass through the Internet. However, the challenge for banks is to offer a payments back-bone
system that will be open enough to support multiple payment instruments (credit cards, debit
cards, direct debit to accounts, e-checks, digital money etc.) and scalable enough to allow for
a stable service regardless of the workload.
The market for Electronic Bill Presentment and Payment (EBPP) is growing. According to a
study, 18 million households in the US are expected to pay their bills online by 2003
compared to 2 million households in 2001. As more number of bill payers are getting online,
several banks are making efforts to find ways to meet the growing needs of EBPP.
Established banks can emerge as key online integrators of customer bills and can capitalize
on this high potential market. Growing with the popularity of EBPP is also the paying of
multiple bills at a single site known as bill aggregation. Offering online bill payment and
aggregation will increase the competitiveness and attractiveness of E-banking services and
will allow banks to generate service-fee income from the billers.


THE INDIAN EXPERIENCE


India is still in the early stages of E-banking growth and development. Competition and
changes in technology and lifestyle in the last five years have changed the face of banking.
The changes that have taken place impose on banks tough standards of competition and
compliance. The issue here is 'Where does India stand in the scheme of E-banking.' E-
banking is likely to bring a host of opportunities as well as unprecedented risks to the
fundamental nature of banking in India.

The impact of E- Banking in India is not yet apparent. Many global research companies
believe that E-banking adoption in India in the near future would be slow compared to other
major Asian countries. Indian E-banking is still nascent, although it is fast becoming a
strategic necessity for most commercial banks, as competition increases from private banks
and non banking financial institutions.

Despite the global economic challenges facing the IT software and services sector, the
outlook for the Indian industry remains optimistic.

The Reserve Bank of India has also set up a "Working Group on E-banking to examine
different aspects of E-banking. The group focused on three major areas of E-banking i.e. (1)
Technology and Security issues (2) Legal issues and (3) Regulatory and Supervisory issues.
RBI has accepted the guidelines of the group and they provide a good insight into the
security requirements of E-banking.

The importance of the impact of technology and information security cannot be doubted.
Technological developments have been one of the key drivers of the global economy and
represent an instrument that if exploited well can boost the efficiency and competitively of
the banking sector. However, the rapid growth of the Internet has introduced a completely
new level of security related problems. The problem here is that since the Internet is not a
regulated technology and it is readily accessible to millions of people, there will always be
people who want to use it to make illicit gains. The security issue can be addressed at three
levels. The first is the security of customer information as it is sent from the customer's PC to
the Web server. The second is the security of the environment in which the Internet banking
server and customer information database reside. Third, security measures must be in place
to prevent unauthorized users from attempting to long into the online banking section of the
website.

From a legal perspective, security procedure adopted by banks for authenticating users needs
to be recognized by law as a substitute for signature. In India, the Information Technology
Act, 2000, in section 3(2) provides for a particular technology (viz., the asymmetric crypto
system and hash function) as a means of authenticating electronic record. Any other method
used by banks for authentication should be recognized as a source of legal risk..

Regarding the regulatory and supervisory issues, only such banks which are licensed and
supervised and have a physical presence in India will be permitted to offer E-banking
products to residents of India. With institutions becoming more and more global and
complex, the nature of risks in the international financial system has changed. The
Regulators themselves who will now be paying much more attention to the qualitative
aspects of risk management have recognized this.

Though the Indian Government has announced cyber laws, most corporate are not clear about
them, and feel they are insufficient for the growth of E-commerce. Lack of consumer
protection laws is another issue that needs to be tackled, if people have to feel more
comfortable about transacting online.

Taxation of E-commerce transaction has been one of the most debated issues that are yet to
be resolved by India and most other countries. The explosive growth of e-commerce has led
many executives to question how their companies can properly administer taxes on Internet
sales. Without sales tax, online sellers get a price advantage over brick and mortar
companies. While e-commerce has been causing loss of tax revenues to the Government,
many politicians continue to insist that the Net must remain tax-free to ensure continued
growth, and that collecting sales taxes on Net commerce could restrict its expansion.

A permanent ban on custom duties on electronic transmissions, international tax rules that
are neutral, simple and certain and simplification of state and local sales taxes. The Central
Board of Direct Taxes, which submitted its report in September 2001, recommended that e-
commerce transaction should be taxed just like traditional commerce.

Also RBI is about to become the first Government owned digital signature certifying
Authority (CA) in India. The move is expected to initiate the electronic transaction process in
the banking sector and will have far reaching results in terms of cost and speed of
transactions between government- owned banks.

Thus efficiency, growth and the need to satisfy a growing tech-survey consumer base are
three clear rationales for implementing E-banking in India. The four forces-customers,
technology, convergence and globalization have the most important effect on the Indian
financial sector and these changes are forcing banks to
Redefine their business models and integrate technology into all aspect of operation.



CHALLENGES OF THE "E-BANKING REVOLUTION"

Electronic banking is the wave of the future. It provides enormous benefits to consumers in
terms of the ease and cost of transactions. But it also poses new challenges for country
authorities in regulating and supervising the financial system and in designing and
implementing macroeconomic policy.
Electronic banking has been around for some time in the form of automatic teller machines
and telephone transactions. More recently, it has been transformed by the Internet, a new
delivery channel for banking services that benefits both customers and banks. Access is fast,
convenient, and available around the clock, whatever the customer's location (see illustration
above). Plus, banks can provide services more efficiently and at substantially lower costs.
For example, a typical customer transaction costing about $1 in a traditional "brick and
mortar" bank branch or $0.60 through a phone call costs only about $0.02 online.
Electronic banking also makes it easier for customers to compare banks' services and
products, can increase competition among banks, and allows banks to penetrate new markets
and thus expand their geographical reach. Some even see electronic banking as an
opportunity for countries with underdeveloped financial systems to leapfrog developmental
stages. Customers in such countries can access services more easily from banks abroad and
through wireless communication systems, which are developing more rapidly than traditional
"wired" communication networks.
The flip side of this technological boom is that electronic banking is not only susceptible to,
but may exacerbate, some of the same risksparticularly governance, legal, operational, and
reputationalinherent in traditional banking. In addition, it poses new challenges. In
response, many national regulators have already modified their regulations to achieve their
main objectives: ensuring the safety and soundness of the domestic banking system,
promoting market discipline, and protecting customer rights and the public trust in the
banking system. Policymakers are also becoming increasingly aware of the greater potential
impact of macroeconomic policy on capital movements.
Internet banking in India
The Reserve Bank of India constituted a working group on Internet Banking. The group
divided the internet banking products in India into 3 types based on the levels of access
granted. They are:
i) Information Only System: General purpose information like interest rates, branch
location, bank products and their features, loan and deposit calculations are provided in the
banks website. There exist facilities for downloading various types of application forms. The
communication is normally done through e-mail. There is no interaction between the
customer and bank's application system. No identification of the customer is done. In this
system, there is no possibility of any unauthorized person getting into production systems of
the bank through internet.
ii) Electronic Information Transfer System: The system provides customer- specific
information in the form of account balances, transaction details, and statement of accounts.
The information is still largely of the 'read only' format. Identification and authentication of
the customer is through password. The information is fetched from the bank's application
system either in batch mode or off-line. The application systems cannot directly access
through the internet.
iii) Fully Electronic Transactional System: This system allows bi-directional capabilities.
Transactions can be submitted by the customer for online update. This system requires high
degree of security and control. In this environment, web server and application systems are
linked over secure infrastructure. It comprises technology covering computerization,
networking and security, inter-bank payment gateway and legal infrastructure.

CHAPTER: 2
RESEARCH METHODOLOGY

RESARCH METHODLOGY

Research is a systematic and continuous method of defining a problem, collecting the facts
and analyzing them and reaching conclusions forming generalizations.
Research methodology is a way to systematically solve the problem. It may be understood
has a science of studying how research is done scientifically. In it we study the various steps
that all generally adopted by a researcher in studying his research problem along with logic
behind them.

Meaning of research
Research is defined as an a scientific & systematic search for pertinent information on a
specific topic. Research is an art of scientific investigation. Research is a systematized effort
to gain new knowledge. The search for knowledge through objective and systematic method
of finding solution to a problem is a research.

According to Advanced learners dictionary of current English:

Research is defined as a careful investigation or inquiry especially through search for new
facts in any branch of knowledge

OBJECTIVE OF THE STUDY

1. To study the present scenario of E-Banking in HDFC BANK, Assandh city.
2. To study the various services provided by E-Banking.
3. To find out the level of satisfaction of the customers(Assandh city) regarding E-Banking.

SCOPE OF THE STUDY
Respondents from Assandh cityt were questioned to get the first hand information



DATA COLLECTION
Primary Data Respondents from Assandh cityt were questioned to get the first hand
information.
Secondary Data - Secondary data was collected from the Internet and journals.

SAMPLE SIZE
Sample size is 50 individuals

SAMPLE UNIT
Individuals who are availing the E- Banking Services.



TYPE OF STUDY
The study is both exploratory and descriptive in nature.

EXPLORATORY RESEARCH
The researcher formulates the problem for more precise investigation or for developing the
working hypothesis from an operational point of view. The main purpose of study is to
discover new ideas and insights.

DESCRIPTIVE RESEARCH
This research is used in this study, as the main aim is to describe characteristics of the
phenomenon or a situation.










CHAPTER 3
DATA ANALYSIS
AND
INTERPRETATION


ANALYSIS OF THE DATA

1. Occupation of the respondent

a) Salaried
b) Businessmen
c) Student
d) Others
The analysis shows that majority of the respondents are the salaried people. There are 20
salaried people, 12 businessmen and 13 students and 5 persons fall in the OTHERS category.




2. For how long have you been using e-banking?

a) 0 2 years
b) 2-4 years
c) 4-6 years
d) 6-8 years
e) 8-10 years
The analysis shows that there are only 2 persons who have been using e-banking for 8-10
years, 9 using for 6-8 years, 10 using for 4-6 years, 12 for 2-4 years and 17 using for 0-2
years.




3. Which of the following E-Banking channel do you use frequently?

Cards
b) Tele Banking
c) Online Bank
The research shows that out of 50 persons, 31 persons use ATMs frequently, 12 use the other
cards whereas 7 persons use online banking frequently



4. How often do you use ATM or Debit/Credit cards?

a) Always
b) Sometimes
c) Never
It is observed that out of 50 persons, 20 use either of the cards always whereas 23 of them use
them sometimes. 7 persons never use any of the cards.





5. Have you ever been a victim of online banking fraud?

a) Yes
b) No
The analysis revealed that 46 persons out of 50 say that they have never been a victim of
online banking fraud but 4 persons became victims.






6. Do you feel secure with e-banking?

a) Yes
b) No
27 persons out of 50 say that they feel secure using e banking services whereas 23 persons
say that they do not feel secure.



7. What do you think about future of E-Banking in India?

a) Bright
b) Dull
c) Cant Say
The analysis shows that 43 persons feel that e-banking has a bright future but 7 persons
cannot say if its going to be bright or dull.


















CHAPTER-4
CONCLUSI ON

Findings

With increased developments, we expect to see the demand for branch networks
diminishing, while that of internet based service takes the central role
The customers are mainly using Cards (Debit cards, credit cards & ATMs) as a major
channel of E-Banking because of the convenience, lower cost, time saving and
anywhere anytime banking.
Internet banking, Mobile banking and Phone banking are very less popular among the
customers. Customers use these types upto some extent because for the Internet
Banking, a PC is must with the Internet Connection which all the customers cannot
afford.
60% of the respondents faced using the ATM faced no problem in using the ATM
while 40% of the respondents faced a problem while using the ATM.
The major problem faced by the respondents while availing ATM card facility was
that the ATM was not working and the second common problem was that the card got
withheld in the machine.














Recommendations
Secure PC
Install and Update Anti-Virus Software - We should always protect the computer by
using up-to-date anti-virus software that is capable of scanning files and email messages for
viruses. This will prevent files from being corrupted or lost and also prevent PC from getting
infected with the virus
Change Passwords Periodically
It is recommended that one should change passwords regularly, at least every 30 days
or so.
Keep Internet Banking Passwords Confidential.
If one has lost/misplaced his Internet Banking User ID/passwords, it is advisable to
inform the concerned bank and they will disable the same to prevent unauthorized
usage. Passwords can also be re-issued upon request.
In case a person is unable to provide the correct user Id and password, he will not be
granted access. After 5 unsuccessful login attempts, his user Id will be blocked
automatically by the system. To re-enable Internet Banking User ID, he can contact
his bank.
It was found that the customers are mainly using ATM as a major channel of E-
Banking because of the convenience, time saving and anywhere anytime banking.
Thus, the banks should take these into consideration and should install more ATM's at
strategic points.














Limitations

Though every effort was made to make the report authentic in every sense, yet there are few
factors which might have their influence on the final report.

Due to time constraints, the size of the sample was restricted. It may not be possible to
generalize the results on the basis of such small sample size.
Sometimes respondents did not respond well to all the questions in the questionnaire.
Best efforts were made to incorporate all-important variables in study, yet chances of
some of variables not appearing in study are not ruled out.
Resistance to change sometimes affects view of respondents.

























Conclusion

E-banking has become a necessary survival weapon and is fundamentally changing the
banking industry worldwide. No country today has a choice-whether to implement E-banking
or not given the global and competitive nature of the economy. Banks have to upgrade and
constantly think of new innovative customized packages and services to remain competitive.
The invasion of banking by technology has created an information age and commoditization
of banking services.

Banks have come to realize that survival in the new e-economy depends on delivering some
or all of their banking services on the Internet while continuing to support their traditional
infrastructure. The rise of E-banking is redefining business relationships and the most
successful banks will be those that can truly strengthen their relationship with their
customers. Without any doubt, the international scope of E-banking provides new growth
perspectives and Internet business is a catalyst for new technologies and new business
processes.

With rapid advances in telecommunication systems and digital technology, E-banking has
become a strategic weapon for banks to remain profitable. It has been transformed beyond
what anyone could have foreseen 25 years ago. However, banks are uncertain about the
regulatory framework for conducting E-business and the regulatory and taxation issues for
governing cyberspace presents formidable problems. Developing such a system is not easy as
the Internet is not organized geographically and it is almost meaningless to refer to a website
as national or local. Any successful attempt at governing cyberspace will involve significant
international cooperation. The Indian experience of E-banking is gradually merging with its
international counterparts. While the private sector and foreign banks have been fast in
adopting Internet technology in client servicing, there is a gradual trend for the major public
sectors and numerous cooperative units to move in the same direction. A mix of policy
support and security assurance should propel further E-banking adoption in India.