I.
History of Indian Banking
1. Introduction
The Indian Banking Sector is quite different from the banking system in the rest of Asia, because of the distinctive geographic, social and economic characteristics of the country. India is the second most populated nation in the world; it has marked economic disparities and high levels of illiteracy. The country followed a socialist approach for well over 4 decades after independence till the government initiated the economic reforms through the policy of liberalization. The banking structure in India is therefore a reflection of the countries socialistic set up. It had to meet the goals set by the five year plans, especially with regard to equitable distribution of wealth, balanced regional economic growth and removing private sector monopolies in trade and industry. For the past three decades India's banking system has several outstanding achievements achievements to its credit. The most striking is its extensive e xtensive reach. It is no longer confined to only metropolitans or cosmopolitans in India. In fact, Indian banking system has reached even to the remote corners of the country. This is one of the main reasons of India's growth process. The government regular policy for Indian bank since 1969 has paid rich dividends with the nationalisation of 14 major private banks of India. 2. Early History
Banking in India originated in the last decades of the 18th century. The first banks were The General Bank of India which started in 1786, and the Bank of Hindustan, both of which are now defunct. The oldest bank in existence of India is State Bank of India, which originated from Bank of Calcutta in June, 1806 that became the Bank of Bengal. This was one of the three presidency banks, the other two being the Bank of Bombay and the Bank of Madras, all three of which were established under charters from the British East India Company. For many years the Presidency banks acted as quasi-central banks, as did their successors. The three banks merged in 1921 to form the Imperial Bank of India, which, upon India's independence, became the State Bank of India. Indian merchants in Calcutta established the Union Bank in 1839, but it failed in 1848 as a consequence of the economic crisis of 1848-49. The Allahabad Bank, established in 1865 and still functioning today, is the oldest Joint Stock bank in India. It was not the first though. That honor belongs to the Bank of Upper India, which was established in 1863, and which survived until 1913, when it failed, with some of its assets and liabilities being transferred to the Alliance Bank of Simla. When the American Civil War stopped the supply of cotton to Lancashire from the Confederate States, promoters opened banks to finance trading in Indian cotton. With large exposure to speculative ventures, most of the banks opened in India during that period failed. The depositors lost money and lost interest in keeping deposits with banks. Subsequently, banking in India remained the exclusive domain of Europeans for next several decades until the beginning of the 20th century.Foreign banks too started to arrive, particularly in Calcutta, in the 1860s. The Comptoire d'Escompte de Paris opened a branch in Calcutta in 1860, and another in Bombay in 1862;branches in Madras and Pondichery, then a French colony, followed. HSBC established itself in Bengal in 1869. Calcutta was the most active trading port in India, mainly due to the trade of the British Empire, and so became a banking center. The Bank of Bengal, Page | 1
which later became the State Bank of India. The first entirely Indian joint stock bank was the Oudh Commercial Bank, established in 1881 in Faizabad. It failed in 1958. The next was the Punjab National Bank, established in Lahore in 1895, which has survived to the present and is now one of the largest banks in India. Around the turn of the 20th Century, the Indian economy was passing through a relative period of stability. Around five decades had elapsed since the Indian Mutiny, and the social, industrial and other infrastructure had improved. Indians had established small banks, most of which served particular ethnic and religious communities. The presidency banks dominated banking in India but there were also some exchange banks and a number of Indian joint stock banks. All these banks operated in different segments of the economy. The exchange banks, mostly owned by Europeans, concentrated on financing foreign trade. Indian joint stock banks were generally under capitalized and lacked the experience and maturity to compete with the presidency and exchange banks. This segmentation let Lord Curzon to observe, "In respect of banking it seems we are behind the times. We are like some old fashioned sailing ship, divided by solid wooden bulkheads into separate and cumbersome compartments. The period between 1906 and 1911, saw the establishment of banks inspired by the Swadeshi movement. The Swadeshi movement inspired local businessmen and political figures to found banks of and for the Indian community. A number of banks established then have survived to the present such as Bank of India, Corporation Bank, Indian Bank, Bank of Baroda, Canara Bank and Central Bank of India. The fervour of Swadeshi movement lead to establishing of many private banks in Dakshina Kannada and Udupi district which were unified earlier and known by the name South Canara ( South Kanara ) district. Four nationalised banks started in this district and also a leading private sector bank. Hence undivided Dakshina Kannada district is known as "Cradle of Indian Banking". 3. World War-1 to Independence
The period during the First World War (1914-1918) through the end of the Second World War (1939-1945), and two years thereafter until the independence of India were challenging for Indian banking. The years of the First World War were turbulent, and it took its toll with banks simply collapsing despite the Indian economy gaining indirect boost due to war-related economic activities.
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The banks in India failed between 1913 and 1918 as indicated in the t he following table: Table 1: The Banks in India Failed Between 1913 and 1918
4. Post-Independence
The partition of India in 1947 adversely impacted the economies of Punjab and West Bengal, paralyzing banking activities for months. India's independence marked the end of a regime of the Laissez-faire for the Indian banking. The Government of India initiated measures to play an active role in the economic life of the nation, and the Industrial Policy Resolution adopted by the government in 1948 envisaged a mixed economy. This resulted into greater involvement of the state in different segments of the economy including banking and finance. The major steps to regulate banking included:
In 1948, the Reserve Bank of India, India's central banking authority, was nationalized, and it became an institution owned by the Government of India. In 1949, the Banking Regulation Act was enacted which empowered the Reserve Bank of India (RBI) "to regulate, control, and inspect the banks in India." The Banking Regulation Act also provided that no new bank or branch of an existing bank could be opened without a license from the RBI, and no two banks could have common directors.
However, despite these provisions, control and regulations, banks in India except the State Bank of India, continued to be owned and operated by private persons. This changed with the nationalisation of major banks in India on 19 July 1969.
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5. Nationalisation of Banks
By the 1960s, the Indian banking industry had become an important tool to facilitate the development of the Indian economy. At the same time, it had emerged as a large employer, and a debate had ensued about the possibility to nationalise the banking industry. Indira Gandhi, the then Prime Minister of India expressed the intention of the GOI in the annual conference of the All India Congress Meeting in a paper entitled "Stray thoughts on Bank Nationalisation." The paper was received with positive enthusiasm. Thereafter, her move was swift and sudden, and the GOI issued an ordinance and nationalised the 14 largest commercial banks with effect from the midnight of July 19, 1969. Jayaprakash Narayan, a national leader of India, described the step as a "masterstroke of political sagacity." Within two weeks of the issue of the ordinance, the Parliament passed the Banking Companies (Acquisition and Transfer of Undertaking) Bill, and it received the presidential approval on 9 August 1969. A second dose of nationalization of 6 more commercial banks followed in 1980. The stated reason for the nationalization was to give the government more control of credit delivery. With the second dose of nationalization, the GOI controlled around 91% of the banking business of India. The following are the steps taken by the Government of India to Regulate Banking Institutions in the Country: 1949: Enactment of Banking Regulation Act. 1955: Nationalisation of State Bank of India. 1959: Nationalisation of SBI subsidiaries. 1961: Insurance cover extended to deposits. 1969: Nationalisation of 14 major banks. 1971: Creation of credit guarantee corporation. 1975: Creation of regional rural banks. 1980: Nationalisation of 6 banks with deposits over 200 crore. Banking in the sunshine of Government ownership gave the public implicit faith and immense confidence about the sustainability of these institutions. Later on, in the year 1993, the government merged New Bank of India with Punjab National Bank. It was the only merger between nationalized banks and resulted in the reduction of the number of nationalised banks from 20 to 19. After this, until the 1990s, the nationalised banks grew at a pace of around 4%, closer to the average growth rate of the Indian economy. The nationalised banks were credited by some, including Home minister P. Chidambaram, to have helped the Indian economy withstand the global financial crisis of 2007-2009.
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6. Liberalization
In the early 1990s, the then Narsimha Rao government embarked on a policy of liberalization, licensing a small number of private banks. These came to be known as New Generation Gener ation tech savvy banks, and included Global Trust Bank (the first of such new generation banks to be set up), which later amalgamated with Oriental Bank of Commerce, Axis Bank(earlier as UTI Bank), ICICI Bank and HDFC Bank. This move, along with the rapid growth in the economy of India, revitalized the banking sector in India, which has seen rapid growth with strong contribution from all the three sectors of banks, namely, government banks, private banks and foreign banks. The next stage for the Indian banking has been setup with the proposed relaxation in the norms for Foreign Direct Investment, where all Foreign Investors in banks may be given voting rights which could exceed the present cap of 10%, at present it has gone up to 74% with some restrictions. The new policy shook the Banking sector in India completely. Bankers, till this time, were used to the 4-6-4 method (Borrow at 4%; Lend at 6%, go home at 4) of functioning. The new wave ushered in a modern outlook and tech-savvy methods of working for traditional banks. All this led to the retail boom in India. People not just demanded more from their banks but also received more. Currently (2007), banking in India is generally fairly mature in term s of supply, product range and reach-even though reach in rural India still remains a challenge for the private sector and foreign banks. In terms of quality of assets and capital adequacy, Indian banks are considered to have clean, strong and transparent balance sheets relative to other banks in comparable economies in its region. The Reserve Bank of India is an autonomous body, with minimal pressure from the government. The stated policy of the Bank on the Indian Rupee is to manage volatility but without any fixed exchange rate-and this has mostly been true. With the growth in the Indian economy expected to be strong for quite some time-especially in its services sectorthe demand for banking services, especially retail banking, mortgages and investment services are expected to be strong. One may also expect M&A, takeovers, and asset sales. In March 2006, the Reserve Bank of India allowed Warburg Pincus to increase its stake in Kotak Mahindra Bank (a private sector bank) to 10%. This is the first time an investor has been allowed to hold more than 5% in a private sector bank since the RBI announced norms in 2005 that any stake exceeding 5% in the private sector banks would need to be vetted by them. In recent years critics have charged that the non-government owned banks are too aggressive in their loan recovery efforts in connection with housing, vehicle and personal loans. There are press reports that the banks' loan recovery efforts have driven defaulting borrowers to suicide.
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II.
Banking Structure in India
The Indian banking can be broadly categorized into nationalized (government owned), private banks and specialized banking institutions. The Reserve Bank of India acts a centralized body monitoring any discrepancies and shortcoming in the system. Since nationalization of banks in 1969 the public sector banks or the nationalized banks have acquired a place of prominence and has since then seen tremendous progress. The need to become highly customer focused has forced the slow-moving public sector banks to adopt a fast track approach. Further the focus of government policy was to develop cooperative sector and rural areas. Further with liberalization of world economies the government permitted the public sector also to operate in banking sector since 19991. At present the Indian financial system consists of public, private, cooperative, development and foreign banks. To control and regulate the operation of all these banks the authority has been vested to Reserve Bank of India and it is the central controlling authority for all banks in India.
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1. Nationalised / Public Sector Banks
Nationalised banks dominate the banking system in India. These banks are under the control of central and state governments. They are providing a variety of services to the customer in India. The services offered include deposits, loan, locker facility, project finance, consultancy service, documentation facility, agency service, foreign exchange, dematerlisation of stock account, internet banking, on line banking, credit card, ATM service, electronic fund transfer, government business, Gold Card Scheme for exports, Depository services, credit products, Mortgage service, mutual funds, insurance schemes and many other services. Their services are totally customized. There is a big list of these t hese banks in India given below:
Allahabad Bank Andhra Bank Bank of Baroda Bank of India Bank of Maharashtra Canara Bank Central Bank of India Corporation Bank Dena Bank IDBI Bank Indian Bank Indian Overseas Bank Oriental Bank of Commerce Punjab National Bank Punjab & Sind Bank State Bank of Bikaner & Jaipur State Bank of Hyderabad State Bank of India (SBI) State Bank of Indore State Bank of Mysore State Bank of Patiala State Bank of Saurashtra State Bank of Travancore Syndicate Bank UCO Bank Union Bank of India.
2. Private Sector Banks
Initially all the banks in India were private banks, which were founded in the preindependence era to cater to the banking needs of the people. In 1921, three major banks i.e. Banks of Bengal, Bank of Bombay, and Bank of Madras, merged to form Imperial Bank of India. In 1935, the Reserve Bank of India (RBI) was established and it took over the central banking responsibilities from the Imperial Bank of India, transferring commercial banking functions completely to IBI. In 1955, after the Page | 7
declaration of first-five year plan, Imperial Bank of India was subsequently transformed into State Bank of India (SBI). Following this, occurred the nationalization of major banks in India on 19 July 1969. The Government of India issued an ordinance and nationalized the 14 largest commercial banks of India, including Punjab National Bank (PNB), Allahabad Bank, Canara Bank, Central Bank of India, etc. Thus, public sector banks revived to take up leading role in the banking structure. In 1980, the GOI nationalized 6 more commercial banks, with control over 91% of banking business of India. In 1994, the Reserve Bank Of India issued a policy of liberalization to license limited number of private banks, which came to be known as New Generation tech-savvy banks. Global Trust Bank was, thus, the first private bank after liberalization; it was later amalgamated with Oriental Bank of Commerce (OBC). Then Housing Development Finance Corporation Limited (HDFC) became the first (still existing) to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector. At present, Private Banks in India include leading banks like ICICI Banks, ING Vysya Bank, Jammu & Kashmir Bank, Karnataka Bank, Kotak Mahindra Bank, SBI Commercial and International Bank, etc. Undoubtedly, being tech-savvy and full of expertise, private banks have played a major role in the development of Indian banking industry. They have made banking more efficient and customer friendly. In the process they have jolted public sector banks out of complacency and forced them to become more competitive. Major Private Banks in India are:
Bank of Rajasthan Catholic Syrian Bank Dhanalakshmi Bank Federal Bank HDFC Bank ICICI Bank ING Vysya Bank Jammu & Kashmir Bank Karnataka Bank Karur Vysya Bank Kotak Mahindra Bank SBI Commercial and International Bank Axis Bank YES Bank
3. Cooperative Banks in India
The Co operative banks in India started functioning almost 100 years ago. The Cooperative bank is an important constituent of the Indian Financial System, judging by the role assigned to cooperative, the expectations the co operative is supposed to fulfil, their number, and the number of offices the cooperative bank operate. Though the co operative movement originated in the West, but the importance of such banks have assumed in India is rarely paralleled anywhere else in the world. The cooperative banks in India play an important role even today in rural financing. The business of cooperative bank in the urban areas also has increased phenomenally in recent years due to the sharp increase in the number of primary co-operative banks. Co operative Page | 8
Banks in India are registered under the Co-operative Societies Act. The cooperative bank is also regulated by b y the RBI. They are governed by the Banking Regulations Act 1949 and Banking Laws (Cooperative Societies) Act, 1965. Cooperative banks in India finance rural areas under Farming, Cattle, Milk, Hatchery, Personal finance. Cooperative banks in India finance urban areas under Self-employment, Industries, Small scale units, Home finance, Consumer finance and Personal finance. Some cooperative banks in India are more forward than many of the state and private sector banks. According to NAFCUB the total deposits & lending of Cooperative Banks in India is much more than Old Private Sector Banks & also the New Private Sector Banks. This exponential growth of Co operative Banks in India is attributed mainly to their much better local reach, personal interaction with customers, their abilities to catch the nerve of the local clientele. The cooperative banks are formed at state and district and city levels. There is a large number of such banks in every state in India.
4. Development Banks
Indian economy was under developed at the time of independence. Indian government was interested for development of this economy in various areas. With this objectives under five years plan government decided to support the public sector to take initiatives for development. The development was sought in agriculture and allied activities, small can cottage industries, medium and large scale industries, export and import, power generation etc. For this reason the many banks and financial institutions were established. Some of them are mentioned below:
NABARD Small Industries Development Bank of India (SIDBI) Exim Bank of India Industrial Development Bank of India (IDBI) IFCI
5. Foreign Banks in India
Foreign banks have brought latest technology and latest banking practices in India. They have helped made Indian Banking system more competitive and efficient. Government has come up with a road map for expansion of foreign banks in India. The road map has two phases. During the first phase between March 2005 and March 2009, foreign banks may establish a presence by way of setting up a wholly owned subsidiary (WOS) or conversion of existing branches into a WOS. The second phase will commence in April 2009 after a review of the experience gained after due consultation with all the stake holders in the banking sector. The review would examine 180 issues concerning extension of national treatment to WOS, dilution of stake and permitting mergers/acquisitions of any private sector banks in India by a foreign bank. Major foreign banks in India are:
ABN AMRO Bank, India Abu Dhabi Commercial Bank (ADCB), India Page | 9
III.
American Express Bank, India Barclays Bank BNP Paribas, India Citibank, India DBS Bank, India Deutsche Bank HSBC Bank, India Standard Chartered Bank, India
Analysis via Poters Five model
Industry Competitiveness / Rivalry among Competing Firms
Rivalry among competitors is very fierce in Indian Banking Industry. The services banks offer is more of homogeneous which makes Banks to offer the same services at a lower rate and eat their competitor market’s share. Market Players use all sorts of aggressive selling strategies and activities from intensive advertisement campaigns to promotional stuff. Even consumer switch from one bank to another, if there is a wide spread in the interest. Hence, the intensity of rivalry is very high. high. The large numbers of factors which have contributed to increase in rivalry are: 1. A large no of banks: There are so many banks and non financial institutions like ICICI Bank, HDFC Bank, SBI Bank etc fighting for the same pie, across various segments, which has intensified the competition. ra te: India is seen as one of the biggest market place and 2. High market growth rate growth rate in Indian banking industry is also very high. This has ignited the competition.
3. Homogeneous product and services: The services banks offer is more of homogeneous which makes the Bank to offer the same service at a lower rate and eat their competitor market share. 4. Low switching cost : Customers switching cost is very low, they can easily switch from one bank to another bank and hence, very little loyalty exists.
5. Undifferentiated services: Almost every bank provides similar services. Every bank tries to copy each other services and technology which increases level of competition.
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Bargaining Power Of Suppliers
India. Reserve Bank of Banking industry is governed/ regulated by Reserve Bank of India. India is the authority to take monetary action which leads to direct impact on circulation of money in the Economy. The rules and regulation lay down by RBI are very strict and are ought to be followed by all the banks. Suppliers of banks are depositors, depositors , especially domestic & foreign institutional investors, who have excess money and park their funds through Call & Term Money Markets. In banking industry suppliers have low bargaining power as they have to comply with the rates quoted by the banks, which are more or less same for every bank. The factors which lead to decrease in bargaining power of suppliers: 1. RBI rules and regulations
A Bank is subject to RBI rules and regulations & hence it has to act in a way that RBI wants. So RBI takes most of the decisions related to interest rates. This fact reduces bargaining power of suppliers. 2. Suppliers not concentrated
In India, the suppliers are present in numerous quantity which is growing at rate higher than the growth rate of banking industry. Still, a huge untapped market of suppliers is present for the banks. These numerous suppliers (investors) hold negligible portion of the pie, so this reduces their bargaining power.
Bargaining Power Of Consumers
Bank offers different services, according to client’s needs and requirements. It offers loans at Prime Lending Rate (PLR) to their trust worthy clients and higher rate to others clients. Customers to a Bank include retail investors, institutional investors, and power , which may be corporate salary accounts etc. Customers have high bargaining power, attributed to many factors such as: 1. Large no of alternatives
There are large & efficient foreign banks, private sector banks, co-operative banks and development banks together with specialized financial companies like ICICI bank, HDFC Bank, SBI Bank, Yes Bank etc that provide finance to customers .These all provide plethora of option to the customer and hence gives a huge bargaining power to them. 2. Low switching cost
Cost of switching from one bank to another is low. Banks are also providing zero balance account and other types of facilities. They are free to select any banks service. Switching cost are becoming lower with internet banking gaining momentum and a result customers loyalties are harder to retain.
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3. Undifferentiated service
Bank provides various services which are also provided to customers by all the other banks. If any bank launches a new product or service, it is quickly copied by the other competitive banks. Only differentiator being the efficiency & the quality, but with the technological advances this gap is also getting narrower. Hence, customers cannot be charged for differentiation. 4. Market becoming efficient (Availability of Information)
Customers have full information about the market due to globalization and digitalization Consumers have become advance and sophisticated .They are aware with each market condition so banks have to be more competitive and customer friendly to serve them.
Potential Entry Of New Competitors
Reserve Bank of India has laid out a stagnant rules and regulation for new entrant in Banking Industry. We expect merger and acquisition in the banking industry in near future In this scenario, if banks are to be made more effective, efficient and comparable with their counterparts functioning abroad, they would need to be more capitalized, automated and technology oriented, even while strengthening their internal operations and systems. Bank Consolidation assumes significance from the point of view of making Indian banking strong and sound apart from its growth and development development to become sustainable. sustainable. Barriers to an entry in banking industry are getting reduced. Also, the RBI has agreed to provide licenses to non-banking financial companies, provided the norms are being followed. This move is going to further heat-up the competition in the banking arena and hence, every bank strives to survive in highly competitive market, so we see intense competition. Indian Banking arena has also seen a spurt of NBFC sector in last decade, which are nothing but pseudo banks. The small differentiation between NBFCs and Banks which existed till now, with the provision of Banking licenses to them is going to be eliminated in the coming future. Also, we can see that the penetration of Indian Banking industry has yet not reached the global level. The bottom of the pyramid sector is yet untapped and is attracting a lot of attention off late.
Potential Development Of Substitute Products
Every day there is one or the other new product in financial sector. Banks are not limited to tradition banking which just offers deposit and lending. In addition, today banks offers loans for all products, derivatives, Forex, Insurance, Insurance, Mutual Fund, Demat account to name a few. The wide range of choices and needs give a sufficient room for new product development and product enhancement. Substitute products or services are those, which are different but satisfy the same set of customers. Following are the substitutes for the products offered by most Bank across various segments:
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NBFC : Non-banking financial Institutions play an important role in giving financial assistance. Mobilization of financial resources outside the traditional banking system has witnessed a tremendous growth in recent years in the India. NBFC is a close substitute of banking in respect of raising funds Government Bond : Govt. Bond also attracts savings from the general public. It is less risky r isky and more secured as compare to savings in private banks. Mutual Funds & Insurance Insurance : Mutual funds products were also good substitutes. Debentures: Debentures: Debentures is also proved as a good g ood substitute of bank’s fixed deposit as return on debenture is fixed and high. There are different types of debentures, debentures, which attract various classes of investors. Other Investment Alternatives: Alternatives : Now common people’s attraction is shifting from banks to other various alternatives such as gold, precious metals, land, small savings etc. As we can see the growing trend in these alternatives in comparison of decreasing interest rates in banks.
With the increasing threat of substitutes, Banks is to foraying into various financial sectors so as to provide “One Bank Solution” to its customer.
IV.
Financial analysis of bank
For the financial analysis I will be taking the “Kotak “Kotak Mahindra Bank ” as the primary bank for my analysis. The Kotak Mahindra Group is one of India’s leading financial institutions, offering complete financial solutions that encompass every sphere of life.
Kotak Mahindra is one of India's leading banking and financial services groups, offering a wide range of financial services that encompass every sphere of life. Kotak Mahindra Bank Ltd Kotak Mahindra Old Mutual Life Insurance Ltd Kotak Securities Ltd Kotak Mahindra Capital Company (KMCC) Kotak Mahindra Prime Ltd (KMPL) Kotak International Business Kotak Mahindra Asset Management Company Ltd (KMAMC) Kotak Private Equity Group (KPEG) Kotak Realty Fund
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Financial Statements
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Assumptions :
As I have choosen Kotak Mahindra Bank, For its Performa I have chosen “Perecent of Sales of Sales Method” to analyse and remove the data.
The Percentage of Sales Method is a Financial Forecasting approach which is based on the premise that most Balance Sheet and Income Statement Accounts vary with sales. Therefore, the key driver of this method is the Sales Forecast and based upon this, Pro-Forma Financial Statements ( i.e., forecasted) can be constructed and the firms needs for external financing can be identified. The calculations illustrated on this page will refer to the Balance Sheet and Income Statement I have assumed Income Interest Earned as the base and have assumed 10000 as the base for it by a detail analysis of past 2 years Created the following Projected Statements for the year 2013. o o o o
P&L Statement Balance Sheet Statement Cash Flow Statement Financial Ratios
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Profit & Loss account (Rs in Cr) Proforma for Mar'13 Assuming Interset Earned is 10000
Mar '12
Mar '11
10000.00 1276.10 11276.10
6180.24 848.42 7028.66
4303.56 507.56 4811.12
5358.93 1640.71 1005.83 208.64 1233.56 0.00 3195.52 893.22 9447.67
3667.75 902.36 542.71 116.76 714.03 0.00 1754.66 521.20 5943.61
2058.49 783.83 487.82 98.27 564.53 0.00 1528.58 405.87 3992.94
Net Profit for the Year Extraordinary Items
1828.42 0.00
1085.05 0.00
818.18 0.00
Profit brought forward Total
2331.33 4159.76
1494.52 2579.57
965.91 1784.09
Preference Dividend Equity Dividend Corporate Dividend Tax Per share data (annualised) ( annualised)
0.00 78.84 10.92
0.00 44.49 7.22
0.00 36.88 4.37
Earning Per Share (Rs) Equity Dividend (%)
24.75 21.33
14.65 12.00
11.10 10.00
Book Value (Rs)
194.92
107.75
92.74
492.43 91.43 89.76 3486.14 4159.76
310.81 54.26 51.71 2162.79 2579.57
207.41 40.91 41.25 1494.52 1784.09
Income Interest Earned
Other Income Total Income Expenditure Interest expended Employee Cost Selling and Admin Expenses Depreciation Miscellaneous Expenses Preoperative Exp Capitalised Operating Expenses Provisions & Contingencies Total Expenses
Appropriations Transfer to Statutory Reserves
Transfer to Other Reserves Proposed Dividend/Transfer Dividend/Transfer to Govt Balance c/f to Balance Sheet Total
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Balance Sheet (Rs in Cr) Projection for Mar '13 based on forecast "Interested Income" of 10000 Interest Earned Capital and Liabilities: Equity Share Capital Share Application Money Preference Share Capital
Reserves Revaluation Reserves Deposits Borrowings Other Liabilities & Provisions External funds required Total Liabilities Assets Cash & Balances with RBI Balance with Banks, Money at Call
Advances Investments Gross Block Accumulated Depreciation Capital Work In Progress Other Assets Total Assets
Mar '12
Mar '11
368.44
370.34
368.44
0.00
0.00
0.00
0.00 10189.98 0.00 65173.44 27047.50
0.00 7610.41 0.00 38536.52 16595.52
0.00 6464.95 0.00 29260.97 11723.95
5589.08
2553.67
3032.36
5599.18 113967.62
65666.46
50850.67
4080.21
2016.49
2107.72
922.08
618.06
363.26
65691.91 37340.38 1739.36
39079.23 21566.81 955.41
29329.31 17121.44 831.80
880.86
505.45
406.20
0.00 3312.82 113967.62
0.00 1935.91 65666.46
0.00 1503.33 50850.66
10000.00
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Cash Flow of Kotak Mahindra Bank (Rs in CR) Mar 13 Mar '12 (Projected ) ’
Mar '11
Net Profit Before Tax Net Cash From Operating Activities Net Cash (used in)/from Investing Activities
1956.22 -1442.52 -150.62
1599.89 -1338.7 -130.81
1187.68 -1474.5 -78.99
Net Cash (used in)/from Financing Activities Net (decrease)/increase In Cash and Cash Equivalents Opening Cash & Cash Equivalents Closing Cash & Cash Equivalents
3960.87
1633.07
1724.19
2367.73
163.57
170.72
2634.55 5002.28
2470.98 2634.55
2300.26 2470.98
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Key Financial Ratios Mar '13 (Projected)
Mar '12
Mar '11
4.38 0.59 28.03 103.36 89.70 49.06
5 0.6 23.31 94.94 87.75 49.94
5 0.5 16.97 64.31 76.84 50.2
6.57 19.30 17.90 72.47 16.03 16.04 110.74 110.74
6.36 17.04 15.39 65.99 13.59 13.58 107.75 107.75
6.83 19.26 17.19 47.5 11.97 11.97 92.74 92.74
12.19 5.69 0.02 6.67 2.61 3.13 2.16 0.21 12.20
12.07 5.78 0.02 6.3 2.81 2.79 1.86 0.21 12.09
10.74 6.07 0.04 4.66 3.24 2.65 1.85 0.19 10.78
6.67
6.3
4.66
0.12 0.09
0.12 0.13
0.11 5.7
62.06 0.21 21.48 1.71
59.35 0.2 23.25 1.86
47.83 0.4 30.06 2.17
Investment Valuation Ratios
Face Value Dividend Per Share Operating Profit Per Share (Rs) Net Operating Profit Per Share (Rs) Free Reserves Per Share (Rs) Bonus in Equity Capital Profitability Ratios Interest Spread Adjusted Cash Margin(%)
Net Profit Margin Return on Long Term Fund(%) Return on Net Worth(%) Adjusted Return on Net Worth(%) Return on Assets Excluding Revaluations Return on Assets Including Revaluations Management Efficiency Ratios Interest Income / Total Funds
Net Interest Income / Total Funds Non Interest Income / Total Funds Interest Expended / Total Funds Operating Expense / Total Funds Profit Before Provisions / Total Funds Net Profit / Total Funds Loans Turnover Total Income / Capital Employed(%) Interest Expended / Capital Employed(%) Total Assets Turnover Ratios Asset Turnover Ratio Profit And Loss Account Ratios Interest Expended / Interest Earned
Other Income / Total Income Operating Expense / Total Income Selling Distribution Cost Composition
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Balance Sheet Ratios
Capital Adequacy Ratio Advances / Loans Funds(%) Debt Coverage Ratios Credit Deposit Ratio
Investment Deposit Ratio Cash Deposit Ratio Total Debt to Owners Fund Financial Charges Coverage Ratio Financial Charges Coverage Ratio Post Tax Leverage Ratios Current Ratio Quick Ratio Cash Flow Indicator Ratios Dividend Payout Ratio Net Profit
Dividend Payout Ratio Cash Profit Earning Retention Ratio Cash Earning Retention Ratio AdjustedCash Flow Times
17.32 81.07
17.52 81.32
19.92 82.6
102.13 56.76 5.54 4.99 0.39
100.9 57.06 6.08 4.83 0.47
94.27 55.76 7.89 4.28 0.62
1.36
1.33
1.45
0.05 22.24
0.05 16.85
0.05 10.86
4.05 3.68 96.71 96.87 29.14
4.76 4.3 95.24 95.7 32.08
5.04 4.5 94.96 95.5 31.93
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