TERM END PROJECT

ANALYSIS ON VIJAYA BANK

G SIVA PRASAD 10MBA0105

PORTER FIVE ANALYSIS:

1. Competitive Rivalry: High The banking industry is highly competitive. The financial services industry has been around for hundreds of years and just about everyone who needs banking services already has them. Because of this, banks must attempt to lure clients away from competitor banks. They do this by offering lower financing, preferred rates and investment services. The banking sector is in a race to see who can offer both the best and fastest services. 2. Buyer Power: High With the emergence of larger number of players in the Banking Industry, the switching cost of the buyer has gone done significantly. The onus is now on the effectiveness and speed with which the services are provided to the customers. Financial institutions by offering better exchange rates, more services, and exposure to foreign capital markets -work extremely hard to get high-margin corporate clients. Options in the Auto Finance Sector also give the customers more power to decide upon the kind of financing. Introduction of specialized products for Women and Students etc also show that the buyer power is high in this Industry. 3. Supplier Power: Low The suppliers of capital do not pose a big threat, but the threat of suppliers taking away the human resource. If a talented individual is working in a smaller regional bank, there is the chance that person will be enticed away by bigger banks, investment firms, etc.

4. Threat of New Entrants: Low Starting a bank in a country like India is not as easy as any other industry, but if anew bank is started that is mainly targeted on Niche Segments might pose a threat to SBI. The new entrants from a different country are always discouraged to take part...

ABOUT VIJAYA BANK.

Vijaya Bank is one of the medium sized banks in India with substantial presence in most parts of the country. It's Mr. A. B. Shetty along with few other enterprising farmers from Mangalore in the state of Karnataka, who established Vijaya Bank on October 23, 1931. The goal was to promote the habit of banking, savings and entrepreneurship among the farmers in Dakshina Kannada district of the state. It became a scheduled bank of India in 1958. Vijaya Bank is also one of the very few banks in India that has principal VISA International and MasterCard International membership

The Growth

Since its inception, Vijaya Bank went through a steady growth and became a large All India bank. From 1963 to 1968, nine smaller banks merged with Vijaya Bank. Mr. M. Sunder Ram Shetty, the then Chief Executive of Vijaya Bank, played an instrumental role in the amalgamation. On April 1980, Vijaya Bank became nationalized. Currently, this Indian bank has an extensive network of 1,124 branches, 43 Extension Counters and more than 375 ATMs across the nation. It also has a dedicated workforce of 11,746 employees.

The Bank has brought out a large number of Manuals of Instructions Codified Circulars; Guidelines on Documentation, Scheme for Delegation of Powers, besides the periodical Circulars/Circular letters. These are being used by the employees while discharging various functions. These are all meant only for internal circulation.

STRATEGY:

As part of its ongoing strategy to cater to the financial needs of the customers on a panIndia basis, Vijaya Bank has been expanding its network, especially in the un-banked and rural areas to facilitate financial inclusion, the focus is on current account / savings account (CASA) deposits, broad based advances, and quality loan assets is likely see us maintain the growth in core earnings. The bank dont have any overseas branch as yet, which this bank make good with the aid of tie-ups with our correspondent banks, they are also in the process of tying up with leading Exchange Houses in the Middle East to step up our non-resident deposit growth. Vijaya Bank continues to suffer on the non performing assets (NPA) front, with a increase in percentage of NPAs. With NPAs coming in all the core lending sectors like commercial real estate, personal loans etc, they could have made a plan to restructuring of loan books and keeping a close vigil so as to prevent fresh slippages, loan appraisal and monitoring systems have also been strengthened further to contain the accretion to the bare minimum. NPAs are not an exception to Vijaya Bank alone, more particularly if you consider the last few quarters marked by recessionary pressures, almost all the banks have seen rise in the NPA level that was on expected lines. Let me also add that in our case, the addition has been on account of very few large accounts and bank is making all efforts to turn those around. Otherwise, NPA level in sectors like agriculture, education loans etc are quite reasonable and manageable. From the current business levels of Rs.92000 Crore you plan to move Vijaya Bank up to Rs.1,10,000 Crore by fiscal end. Bank is looking for alternate delivery channels like IT. IT Enabled Alternative Delivery Channels (ADCs) will be one of the key drivers in our business growth. Vijaya Bank is already 100% CBS and we have to draw new technology driven

solutions that increase top line delivery channel. This bank is offer today any-branch banking as well as remote banking options which are good value propositions for customers who prefer to conserve time and energy by not going for physical branch banking. Bank have internet banking modules for both corporate and retail segments, offering SMS enabled facilities, bill payment, tax remittance and so on. Its very soon launching Mobile Banking and Phone Banking as also an e-enabled Trading Portal aimed at our niche segments. It have plans to increase our ATM network to 500 by this fiscal and at the moment, our ATM hits are quite encouraging though there is still a lot of upside to it. Besides, ADCs are going to be our competitive advantage as far as our NRI customers and High Net-worth Individuals (HNI) are concerned. Lastly, Vijaya Bank is all set to launch an Online Loan Processing System that will help us improve our advances volume further. The design of pamphlets was very much clear, concise, and complete where the efforts to give maximum knowledge regarding a particular service where made. Even it was found that many of the people were migrating from other banks to Vijaya bank especially for the competitive benefits given in some of the schemes like vcc, JeevanNidhi deposit scheme. When asked with the managers they said that serving the people is main objective. The bank has also taken step to educate and train the school children and the rural people regarding banking through its extension.

The bank does not believes in video advertisements and opts moreover for pamphlets and billboards though the pamphlets are designed in a very catchy manner in such a competitive era it is necessary to have a video advertisements The promotional activity is versatile where the bank is much focusing on service design and corporate social responsibility. The bank also focuses on the customer relationship where each and every customer is been personally attended and also sometimes recognised. Throughout the analysis it was very clear that the bank was much focusing on retaining the customers and making more customers by its warm and caring customer attending service.

The managers put forth their views that proper and complete training should be given to the senior work force regarding computerized banking. It was even clear that the employee satisfaction and Job satisfaction was present and the bank was making its employee as a potential advertisers of their organisation by their total service motive. Spearheading on its commitment towards an inclusive growth paradigm, Vijaya Bank commissioned 19 branches in un-banked districts and 4 branches in rural areas. Vijaya Banks prime focus is on taking active part in the inclusive growth regime and accordingly, our endeavour continues to be to enhance our outreach to new and upcoming centres. We are planning to further invigorate this expansionary phase, with the aid of the traditional brick & mortar model as also the IT-enabled alternative delivery channels.

PERFORMANCE ANALYSIS: CAMEL APPROACH

CAPITAL ADEQUACY RATIO (CAR): The capital adequacy ratio is developed to ensure that banks can absorb a reasonable level of losses occurred due to operational losses and determine the capacity of the bank in meeting the losses. The higher the ratio, the more will be the protection of investors. The banks are required to maintain the capital adequacy ratio (CAR) as specified by RBI from time to time. As per the latest RBI norms, the banks should have a CAR of 9 per cent. Hence the capital adequacy is higher than the norms specified by RBI as 12.3% the CAR is considered to be good, and the depositors, investors may pump in their money without any fear of default. ASSETS QUALITY The quality of assets in an important parameter to gauge the strength of bank. The prime motto behind measuring the assets quality is to ascertain the component of non-performing assets as a percentage of the total assets. This indicates what types of advances the bank has made to generate interest income. The ratios necessary to assess the assets quality are percentage change in NPAs, This measure tracks the movement in Net NPAs over previous year. The higher the reduction in the Net NPA level, the better it for the bank. The asset quality of the bank is 51.1 its not a good sign to have that high number, the bank should restructure the loans MANAGEMENT EFFICIENCY Management efficiency is another important element of the CAMEL Model. The ratio in this segment involves subjective analysis to measure the efficiency and effectiveness of management. The management of bank takes crucial decisions depending on its risk perception. The ratios used to evaluate management efficiency are described as, Total advances to total deposits (ta/td), This ratio measures the efficiency and ability of the banks management in converting the deposits available with the bank excluding other funds like equity capital, etc. into high earning advances. Total deposits include demand deposits, savings deposits, term deposits and deposits of other banks, total advances include the receivables. The efficiency of the management is 64.09, the bank can still look for increasing the management efficiency by increasing the customer base and increasing the deposits quantum. EARNING QUALITY The quality of earnings is a very important criterion that determines the ability of a bank to earn consistently. It basically determines the profitability of bank and explains its sustainability and growth in earnings in future. The following ratios explain the quality of income generation. Percentage growth in net profit (pat growth) it is the percentage change in net profit over the previous year. The earning quality is 19.39 which is a good growth for the bank having more of rural business, by expanding and positioning as holistic bank it increase the earnings.

LIQUIDITY Risk of liquidity is curse to the image of bank. Bank has to take a proper care to hedge the liquidity risk; at the same time ensuring good percentage of funds are invested in high return generating securities, so that it is in a position to generate profit with provision liquidity to the depositors. The following ratio are used to measure the liquidity, liquid assets to total assets It measures the overall liquidity position of the bank. The liquid asset includes cash in hand, balance with institutions and money at call and short notice. The total assets include the revaluation of all the assets, the liquidity of Vijaya bank is of 11.66 which is good on par with banking industry.

RATIOS:

Investment valuation ratios

Face Value Dividend Per Share Operating Profit Per Share (Rs) Net Operating Profit Per Share (Rs) Free Reserves Per Share (Rs) Return on Net Worth(%)

March 11 10 2.5 7.75 128.29 30.56 12.91

March 10 10 2.5 12.55 133.62 23.22 17.72

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 Net Profit / Total Funds Loans Turnover 8.02 2.86 0.38 5.15 2.38 0.69 0.13 8.78 3.09 0.41 5.69 2.27 0.73 0.15

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 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

8.4

9.19

5.15 0.08 5.71

5.69 0.09 5.74

66.69 4.58 28.33 0.18

72.14 4.44 24.7 0.08

13.88 70.02

12.5 69.63

66.69 34.21 6.64 22.4 0.17

65.94 33.05 8.44 23.44 1.22

1.15

1.15

0.03 34.7

0.03 16.4

CASH FLOW INDICATOR RATIOS Dividend Payout Ratio Net Profit Dividend Payout Ratio Cash Profit Earning Retention Ratio Cash Earning Retention Ratio AdjustedCash Flow Times 32.01 28.9 67.79 70.94 129.13 26.85 24.33 71.73 74.51 116.31

INTERPRETATION:

The capital adequacy ratio has improved when compared to the fy10 from 12.5 to 13.8 which indicates the bank is maintaining good amount of reserves against the lendings in case of default they may use them and they can prove their worthiness in managing the risk. The operating profit was decreased to 7.5 to 12.5 which indicates the problems of CBS and they should be addressed to turn around the profit of the bank. The banks advances registered strong growth of 15.3% qoq and 36.5% yoy, primarily led by growth in agricultural loans (for fulfilling the priority sector lending obligations) and the corporate and SME segments. On a qoq basis, agricultural loans accounted for 34.7% of incremental advances, while the corporate and SME segments contributed 28.7% and 23.1%, respectively. On a yoy basis, corporate loans accounted for 61.5% of incremental loans. Though being a season of recession this year the company has ended up with a net profit ratio of 4.2 which is nearly half to the last years ratio. It could be considered fair till than but if see the balance sheet there has been a considerable increase in the fixed assets to 10010.79cr from 1861.77cr which means that there should be increase in the number of buildings and branches that should lead to more number of branches and more number of accounts but besides this there are no signs of improvements in profit so the profitability of Vijaya bank could be rated FAI R. Share capital and reserves have increased in this year considerably this shows a good sign of market value and after considering environmental conditions we can also see that the profit earned after tax this year was lesser than of the previous year so the returns can be rated GOOD .

SWOT ANALYSIS: STRENGTH Ability to bank with the rural areas where most of the banks are not willing to grab the customers. Merchant establishments enrolled with the bank are high in number. Customized banking even for the children who are below 12. Integrated treasury management system which help Vijaya bank to monitor and over the transactions with ease. Currently, this bank has an extensive network of 1,124 branches.

WEAKNESS
Not much focused on the corporate sector, by which they are losing major portions of the revenue. The type of advertising they are giving for the bank and their products are not sufficient to attract the customers The marketing techniques they are using to identify the segmented customers should be reviewed. At the starting of operations of the bank they are positioned as a rural bank which was established for helping farmers.

OPPURTUNITY
If they can position themselves as a bank which is operating for corporate too they can attract many other customers which help in the revenue generation for the bank. The products of the bank should be reached to the customers in new ways through which they will know the offerings of the bank, so that more number of customers will walk in to the bank. Special products which will help the rural and corporate should be made available to increase the scope of the banking and the revenues generated.

THREATS
Risk of the operation will be more as it is positioned as rural bank and if it continues with same positioning it may lose its stand and the probability of acquisition will be more.

Conclusion:
As a leading bank in the banking industry Vijaya bank should not neglect the promotional activities at all in its activity towards making business as promotional activity is necessary in any business so that the society and customer would know about the benefits of the service and that are influenced to buy.