... Supriya Rani C-25 Symbiosis Institute of Management Studies (SIMS) (A constituent of Symbiosis International University) MBA 2015-2017 16th February, 2016 INTRODUCTION For the first time in India’s banking sector, the Reserve Bank of India is giving out differentiated banking licences. The in-principle go-ahead given on Wednesday to 11 ‘payments banks’ is, by the RBI’s own admission, an experiment — the latest in a long series of attempts to take banks to the unbanked. The push towards financial inclusion started with the nationalisation of 14 commercial banks in July 1969 through the Banking Companies (Acquisition and Transfer of Undertakings)...
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...News Release Delhi, May 19, 2015 VODAFONE INDIA FULL YEAR FY15 RESULTS Vodafone India is over INR 42,000 crores company by revenues; second largest MNC in India Strong Service Revenue growth and further improvement in EBITDA margin % Robust growth in Data, contributing 15% of service revenues (Q4 FY15) Higher capex focusing towards network expansion and future growth areas o Amongst the largest global networks with 130,000+ sites Fresh equity infusion of INR 6000 crores, reaffirming commitment to the country India significant contributor to Vodafone Group o Highest contributor to Group Service Revenue growth o Largest data traffic market by volume o 3rd largest contributor to Group Service Revenues Key FY15 KPI’s SERVICE REVENUE AT INR 42,352 crores, UP BY 12.6 % DATA (BROWSING) REVENUE AT INR 5,690 crores, UP BY 65.5 % HEALTHY EBITDA MARGIN AT 29.6% Vodafone India, one of the leading total telecommunications service providers in the country announced its Full Year results (IFRS) for the period ended March 31, 2015 Key Financial Highlights: Vodafone India Standalone figures Strong Financial Performance Consistent and strong revenue growth; service revenue of INR 42,352 crores in FY15 vs. INR 37,606 crores in FY14, a growth of 12.6% Revenue performance driven by strong customer additions and robust growth in data revenues EBITDA at INR 12,605 crores in FY15 vs. INR 10,847 crores in FY14; Healthy EBITDA margin at 29.6%, led...
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...Volume : 3 | Issue : 1 | Jan 2014 ISSN - 2250-1991 Research Paper Commerce Mobile Banking in Rural India: Roadmap to Financial Inclusion * Ms.Rati Dhillon * Assistant Professor, Department of Commerce, Bharati College, University of Delhi t ABSTRACT The concept of digital inclusion in the banking industry has become a parlance in the worldwide. The term digital inclusion provides the people the skills of basic technology to participate in the knowledge economy that lead to an enhanced performance of macro-economic. The study deals with the mobile banking in India. This study in detail discusses about the mobile banking, the emergence of mobile banking and present scenario in India, mobile banking in rural areas of India, how mobile banking helps in achieving financial inclusion. Further it will also discuss how mobile banking helps in overcoming the financial challenges with the analysis of scope of mobile banking in the near future. Keywords : Digital Inclusion, Banking, Mobile Banking, Rural, Financial Inclusion Introduction to Mobile Banking According to Tiwari and Buse (2007) mobile banking is also referred as m-banking, SMS banking and so on. Mobile banking is the term used for performing account transactions, balance checks, credit applications, payments and more through a mobile device like tablet computer like iPad or mobile phone. Mobile banking is a provision offered by financial and banking institutions that help users avail their services with the...
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...CONTENTS 1. INTRODUCTION PAGE 4- 6 2. RESEARCH METHODOLOGY PAGE -7 3. RESEARCH DESIGN PAGE -7 4. LITERATURE REVIEW PAGE -8-9 5. DATA ANALYSIS PAGE-10- 13 6. DISCUSSIONS & RECOMMENDATIONS PAGE-13-14 7. CONCLUSIONS PAGE-15 8. REFERENCES PAGE-16-17 INTRODUCTION : Themobilebanking isdefinedas“theprovisionofbanking servicestocustomersontheir mobile devices”: specificallytheoperation ofbank currentand deposit or savings accounts. According torecentresearchfindingsandforecastsinbusiness,mediaandacademia,mobile phonesandhandhelddevicesshouldhavebeenfirmly establishedasanalternativeformof paymentinmosttechnologicallyadvancedsocieties[16].Despiteongoingefforts by key playerssuchas banks, mobilenetworkoperatorsandmobilepayment serviceproviders (MPSP)inpromoting andoffering mobilepaymentoptions,absenceofwidespreadcustomer acceptanceofthisinnovationhaveresultedinalag intheadoptionofmobilepaymentsasan alternativeformofpaymentmechanism[17].Whileeachoftheseplayers approachthe marketwithdifferentexpectations,severalstudieshave shownthatmerchant/consumer adoptioniskey tothesuccessofmobilepayments[16,17].„Mobilepaymentsaredefined as theuseofamobile devicetoconductapaymenttransactionin whichmoney orfundsare transferredfromapayertoareceiverviaanintermediaryordirectly withoutanintermediary‟ [18].Duetotheall-encompassing natureofthisdefinition,itshould bemadeclearthata...
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...Banking industry has witnessed a tremendous growth in the last few decades in terms of volume and the complexities in the banking system. Even if banks have made significant improvements in the recent years for achieving financial viability and profitability there have been concerns regarding reach and serving a huge population of interior areas. There has been a skewed distribution of population i.e. 6000 per bank branch in urban and 24000 in the rural areas. India has approximately 6.4 lakh villages out of which 5 lakh villages are still unbanked because of the operational and structural issues for example viability, long distance, costs etc. Although rural India comprises of 68% of population, it constitutes only 9% of total deposits and 8% of advances which is extremely low compared to urban area. Reason being behind it can be higher costs of credit at exploitative terms and conditions and operational or structural issues mentioned above. Though financial institutions have been reluctant to serve Rural India, but the conditions had changed over time due to several factors. Some of these factors include...
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...a happy, empowered and sustainable life for everyone Bharti Airtel Ltd. India Sustainability Report 2011- ‘12 mob ile m oney know ledge mobile health mobile education l TV digita mobil e agri cultur e internet the backdrop The Indian economy has seen a significant development in the last two decades. Several hundred million people are benefiting from the country’s progress. Concurrently, India’s population too has risen to more than 1.2 billion, placing an increasing burden on existing resources. Access to basic services like education, health, financial services, banking etc. are often beyond the means of the common person. Airtel’s sustainability journey endeavours to contribute further to our society and to our environment. It is our firm belief that not a single man, woman or child should be denied access to education, health and prosperity. We believe in social inclusion of people everywhere, and have made this the cornerstone of our sustainability programme. We leverage our network presence, reach and accessibility, through mobile telephony, direct-to-home television and broadband services, to contribute towards a sustainable future, not just for people everywhere but also for our planet and economy. We are confident that we can be a force of good, positive change, in society and also augment the efforts of the government, public-private groups, Bharti Foundation and NGOs in the area of sustainability. In 2011, we made a commitment...
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...Mobile Value Added Services (MVAS) A vehicle to usher in inclusive growth and bridge the digital divide January 2011 www.deloitte.com/in 2 Contents Message from Chairman, TRAI Message from President, ASSOCHAM Message from Secretary General, ASSOCHAM Message from Deloitte Objective & Methodology Executive Summary Introduction What is MVAS? What is Utility MVAS? Key categories in Utility MVAS A Framework for Utility MVAS Drivers for Utility MVAS Categories in focus Category 1 : M-Commerce Category 2 : M-Education Category 3 : M-Health Category 4 : M-Governance Current state of Utility MVAS in India Utility MVAS: Challenges Utility MVAS: Potential solutions Utility MVAS: Suggested implementation approach Acknowledgements Notes Authors 4 5 6 7 8 9 12 15 18 18 20 21 26 27 33 40 46 51 54 56 62 64 65 68 Mobile Value Added Services (MVAS) - A vehicle to usher in inclusive growth and bridge the digital divide 3 Message from Chairman, TRAI I would like to compliment the ASSOCHAM for bringing out a Study Report on Mobile Value Added Services – A Vehicle to Usher in Inclusive Growth and Bridge the Digital Divide in India. Mobile Value Added Services (MVAS) have assumed significant importance in recent times due to the rapid growth in wireless subscriber base. They have enhanced the utility of mobile phone as a powerful medium to deliver information viz., News, Entertainment, Advertisement, Music, Games, Commerce, Education and Health. Simultaneously, they help...
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...DIGITAL IND IA Presentation-I Digital India A programme to transform India into a digitally empowered society and knowledge economy DIGITAL IND IA What is Digital India? Digital India is a Programme to prepare India for a knowledge future. The focus is on being transformative – to realize IT + IT = IT The focus is on making technology central to enabling change. It is an Umbrella Programme – covering many departments. It weaves together a large number of ideas and thoughts into a single, comprehensive vision so that each of them is seen as part of a larger goal. Each individual element stands on its own. But is also part of the larger picture. It is coordinated by DeitY, implemented by the entire government – both at the Centre and State. The weaving together makes the Mission transformative in totality The Programme: Pulls together many existing schemes. These schemes will be restructured and re-focused. They will be implemented in a synchronized manner. Many elements are only process improvements with minimal cost. The common branding of programmes as Digital India highlights their transformative impact. DIGITAL IND IA Vision of Digital India Centered on 3 Key Areas • Digital Infrastructure as a Utility to Every Citizen • Governance & Services on Demand • Digital Empowerment of Citizens DIGITAL IND IA Vision Area 1: Infrastructure as a Utility to Every Citizen • High...
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...Introduction The Government of India and the Reserve Bank of India have been making concerted efforts to promote financial inclusion as one of the important national objectives of the country. Some of the major efforts made in the last five decades include - nationalization of banks, building up of robust branch network of scheduled commercial banks, co-operatives and regional rural banks, introduction of mandated priority sector lending targets, lead bank scheme, formation of self-help groups, permitting BCs/BFs to be appointed by banks to provide door step delivery of banking services, zero balance BSBD accounts, etc. The fundamental objective of all these initiatives is to reach the large sections of the hitherto financially excluded Indian population. The speech is organized in five sections: Section 1 - Definitions Section 2 - Extent of Financial Exclusion Section 3 – RBI Policy Initiatives and Progress in Financial Inclusion Section 4 – Stakeholder-wise Issues in Financial Inclusion Section 5 – Conclusion and Way forward Section - 1 Definitions 1.1 Financial inclusion may be defined as the process of ensuring access to financial services and timely and adequate credit where needed by vulnerable groups such as weaker sections and low income groups at an affordable cost (The Committee on Financial Inclusion, Chairman: Dr. C. Rangarajan). 1.2 Financial Inclusion, broadly defined, refers to universal access to a wide range of financial services at a reasonable...
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...E-Governance MIS- PROJECT 1/26/2013 Batch B Group 4 Vinay Chandran Jijith Balakrishnan Karanveer Kang Jagannath Mohan Anoop Q 1. E-Government history? The origin of e-Government dates back to 1993, in the United States, the government of which promoted the ‘National Information Infrastructure Initiative’, in order to promote a fabric of communication networks, computers, databases and consumer electronics that placed an enormous quantity of information at the disposal of users, as well has helping cause an information revolution that changed the way of life, work and interaction of people and constructed a ICT resource platform in which industry, government and universities integrated their information systems. At the end of the same year, Europe also confronted the new challenge and commissioned a report on the global Information Society in Europe to be presented in June 1994; the Bangemann Report ‘Europe and the global information society. Recommendations to the European Council. Ten applications were proposed in the report for the launch of the information society. The ninth of them was the creation of a trans-European public administration network, with the initial aim of providing more efficient and cheaper information exchange (replacing paper with electronic media) to then be employed to unite public administrations and European citizens. In the year 2000, the European Union launched the Action Plan eEurope 2002-An Information Society for All, which laid down...
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...Transformation Series 2015 - Case INNOVATION or INNOVATION PRELUDE Business history has many examples of companies redefining the boundaries of business through break-through innovation, there are also those who made the tragic mistake of missing ‘gamechanging innovations’ in their industry thereby ending up with inexorable commercial disasters. In each case, the disaster occurred, as the Wall Street Journal, points out, “not because of ‘bad’ management, but because they followed the dictates of ‘good’ management. They listened closely to their customers. They carefully studied market trends. They allocated capital to the innovations that promised the largest returns. And in the process, they missed disruptive innovations that opened up new customers and markets for lower-margin, blockbuster products.” The threat of disruption, on many an occasion, isn’t perceived as a threat! The disruptor appears to the incumbent to be doing the incumbent a favor by relieving the incumbent of its ‘least valuable’ customers. In due course, the disruptor moves upstream and relieves the incumbent of its most valuable customers. Seemingly, no industry is spared: steel, computers, telephony, photography, stock markets; the list goes on. Will it be Banks next? Burdened with legacy systems, infrastructure cost and increasingly complex security issues, banks are dealing with a double whammy: grappling with intense regulatory scrutiny as a result of a prior “missteps,” while a generation of disruptors...
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...Speech Financial Inclusion and Banks: Issues and Perspectives Financial Inclusion and Banks: Issues and Perspectives* K. C. Chakrabarty Ms Naina Lal Kidwai, Vice President, Federation of Indian Chambers of Commerce and Industry (FICCI) and Country Head HSBC India & Director, HSBC Asia Pacific, Ms Meera Sanyal, Chairperson, FICCI’s Financial Inclusion Committee & Country Executive India, The Royal Bank of Scotland N.V., Ms Caitlin Wiesen, Country Director, UNDP, Mr Mathew Titus, Co-chair, FICCI’s Financial Inclusion Committee & Executive Director, Sa-Dhan, Ms Jyoti Vij, Assistant Secretary General, FICCI, members of the print and electronic media, ladies and gentlemen. It is indeed a pleasure to be present here today to address this gathering on the bankers’ role in promoting financial inclusion, their achievements, and the key issues and challenges being faced by them. Role of FICCI and UNDP 2. As you are all aware, financial inclusion is a mammoth task and it cannot be achieved without the active collaboration of all stakeholders. It is in this context that this particular seminar organised by FICCI, which is an apex industry association and brings a large number of stakeholders under its fold, and United Nations Development Programme (UNDP), which is at the centre of the UN’s efforts to reduce global poverty, assumes significance. FICCI has been playing a leading role in policy debates touching social, economic and political issues and I believe that corporates have a great...
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...------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ International Conference on Telecommunication Technology and Management (ICTTM 2015) April 11-12, 2015 ORGANIZED BY Bharti School of Telecommunication Technology and Management Indian Institute of Technology Delhi ACADEMIC PARTNERS Telecom Ecole de Management, France GSM Association (GSMA) PUBLICATION PARTNER SPONSORS 1 ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ CONFERENCE SCHEDULE Day 1 (11th April, 2015) Registration (9:00 A.M. - 10:00 A.M.) Venue: Seminar Hall, IIT Delhi Inaugural Session (10:00 A.M. - 11:00 A.M.) Venue: Seminar Hall, IIT Delhi Networking High Tea (11:00 A.M.. - 11:30 A.M.) Panel Discussion (11:30 A.M. - 1:00 P.M.) Venue: Seminar Hall, IIT Delhi Lunch (1:00 P.M.- 2:00 P.M.) Venue: Cricket Ground, IIT Delhi Track 1 Venue: Room No 101, Ground Floor, Bharti School, IIT Delhi Session Coordinator: Ms. Shiksha Kushwah Session 1 Session 2 (2:00P.M. to 3:30 P.M.) (4:00P.M. to 6:00 P.M.) Session Chair(s) Session Chair(s) Prof. Sushil Prof. S. S. Yadav Prof. Kirankumar S. Momaya Dr. Sujata Joshi Track 2 Venue: Room No 106, Ground Floor, Bharti School, IIT Delhi Session Coordinator: Ms. Rojalin Pradhan ...
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...The impact of technology and workforce diversity on corporates is an area of growing importance. In a multicultural nation such as India, workforce diversity has a huge impact on business. With the expanding innovations in technology, businesses are forced to explore and adapt to new technologies in order to make the processes faster and more effective. This is also important for them to be able to stay ahead of the game and face competition. Businesses today use technology in almost every facet of operation. They communicate with advanced network systems; they analyze data and plot forecasts using complicated programs; they utilize all types of digital media for marketing campaigns; and they streamline operations with new inventory and check-out systems. Technology is not without its downsides, but business cannot deny the impact it has had on every level. As we enter the 21st century, workforce diversity has become an essential business concern. In the so-called information age, the greatest assets of most companies are now on two feet (or a set of wheels). Undeniably, there is a talent war raging. No company can afford to unnecessarily restrict its ability to attract and retain the very best employees available.. Employers are realizing the importance of a diverse workforce and the impact it has on the business. Diversity is the inclusion of things, people, and places that are different. For example, having different races, genders, ages, and ethnicities of people in...
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...ORGANISATION PROFILE Justrojgar India Private Limited/ We The People 102, D211, Laxmansingh Complex 1, Munirka, New Delhi-110057, India Mob.: +91 81309 333 00 Tel: +91 11 460 28 268; Email: ajayamohapatra@justrojgar.com Website www.justrojgar.com ABOUT WE THE PEOPLE GROUP We the People Group is a social enterprise providing livelihoods promotion services to the lower income groups emphasising on women, youth and farmers through institutional development services, financial inclusion services and business development services. We believe that ‘Income is Development’. We the People strives to address the challenge of persistent poverty by creating income opportunities for the poor Profile: We The People Group, 2012-13 Page 2 and by enabling them to earn a stable income. We the People achieves its goal through its two entities – We the People, an NGO registered as a society and Justrojgar India Pvt. Ltd, a for-profit company. VISION Create Million Rojgar (Jobs/ livelihoods) for the people at the Bottom of the Pyramid by 2022. MISSION Promotion of sustainable livelihoods and inclusive employability at the bottom-up of the pyramid through institutional, financial and business development services ABOUT WE THE PEOPLE We the People in partnership with state governments, corporates and financial institutions promotes livelihoods, financial inclusion, skill building and development of ecosystem in rural and urban India. We the People works with the above...
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