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\vskip16pt \textcolor{GJBlue}{\large\bfseries\abstractname\space} }{% \vskip8pt \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}} \vskip16pt } \usepackage[absolute,overlay]{textpos} \makeatother \usepackage{lineno} \linenumbers \begin{document} \author[1]{Prof. (Ms) Ravi Kiran} \affil[1]{ Thapar University, Patiala} \renewcommand\Authands{ and } \date{\small \em Received: 7 December 2013 Accepted: 31 December 2013 Published: 15 January 2014} \maketitle \begin{abstract} Technological innovation not only enable a broader reach for consumer banking and financial services in Indian banking sector, but also enhances its capacity for continued and inclusive growth. E-developments in the arena of ATMs, debit cards, credit cards and mobile banking are changing the way businesses work. While customers get the convenience of 24x7 banking, the bank saves in heavy real estate and manpower costs when compared to establishing a branch. The results are indicative of technology invasion in banks as is obvious from increasing number of ATMs, debit and credit cards. But on the flip side the number of branches of foreign sector banks is still limited in rural and semi-urban areas. ANOVA results highlight that there is a significant difference in the number of branches and private, public and foreign sector banks. ANOVA results for ATMs also highlight that there is a significant difference in the ATMs of private, public and foreign sector banks. \end{abstract} \keywords{electronic delivery channels, RTGS, NEFT, ECS, inter bank mobile, payment service.} \begin{textblock*}{18cm}(1cm,1cm) % {block width} (coords) \textcolor{GJBlue}{\LARGE Global Journals \LaTeX\ JournalKaleidoscope\texttrademark} \end{textblock*} \begin{textblock*}{18cm}(1.4cm,1.5cm) % {block width} (coords) \textcolor{GJBlue}{\footnotesize \\ Artificial Intelligence formulated this projection for compatibility purposes from the original article published at Global Journals. However, this technology is currently in beta. \emph{Therefore, kindly ignore odd layouts, missed formulae, text, tables, or figures.}} \end{textblock*} \let\tabcellsep& \section[{Introduction}]{Introduction}\par nnovate or evaporate is the success mantra followed by banking sector to exist in the competitive market by focusing on inventions and improvements in electronic delivery channels. The use of technology in expanding banking has been a key focus area of the Reserve Bank. Technological innovation not only enables a broader reach for consumer banking and financial services, but also enhances its capacity for continued and inclusive growth. There are several factors attributed to India's high growth in the recent period-improved productivity, growing entrepreneurial spirit, and higher savings, to name the most important. But one factor usually goes unacknowledged -that is financial intermediation. Improvement in the quantum and quality of financial intermediation ranks along with other factors mentioned above as a key growth driver. And one of the factors that drove the improvement in the quantum and quality of financial intermediation is more wide spread and more efficient use of IT in banking sector. {\ref Shastri, (2000)}, studied the emergence of IT in banking sector. He highlighted some challenges faced by banks regarding IT implementation. {\ref Rao (2002)} analyzed the impact of new technology on banking sector. The technology is changing the way the business is done and opened new vistas for doing the same work differently in most cost effective manner. Tele-banking and internet banking are making forays such that branch banking may give to home banking. He provided some policies to protect their profitability.\par Electronification is a relatively new concept in consumer transactions and these are mostly cash and paper-based. In this segment, less than 3\% of the consumer-to-business flow value is electronic. With over US\$133 billion payments from bank accounts via ECS and NEFT, electronic fund transfers have emerged as the much-preferred option for transactions, with an increasing orientation toward cashless and even cheque-less payments in India. Presently almost 98 per cent of the branches of public sector banks are fully computerized in India, and within which almost 90 per cent of the branches are on core (Centralized online real time exchange) banking platform. Joint ventures have been set up between telecommunication companies and banking sector that envisages opening bank accounts, cashless transfers, cashless spending and payment facilities, targeting the rural and urban poor etc. The regulators believes that mobile banking is yet to show remarkable growth even after the daily transaction limits have been raised to Rs. 50,000 per day per customer. Apart from major banks such as SBI and ICICI \& other banks are still to gain numbers in terms of volume and value of transactions. With an objective to deliver higher value for the savings account customers, banks have designed savings accounts with an auto sweep facility with the help of technology. Some banks have established virtual or self-banking branches where the customer enters the branch, explores services on the touch screen and at any time calls up members of the bank staff by video conferencing.\par Traditional banking has always been a brick and mortar building where people go to deposit or withdraw money. However, the banking Internet sector has exploded in the past ten years in India. ICICI was the first bank in India to introduce e-banking services in India. Online banking can be a bit confusing because it has so many names from internet banking to personal computer (PC) banking as well as electronic banking and banking online. \hyperref[b13]{Shetty, (2000)}, technology is dramatically altering the ways in which financial services are delivered to consumers and continue to do so in future too. Electronic banking or the use of computers and electronic technology as a substitute for traditional paper based transactions, is here to stay.\par With the popularity of the Internet and the power it gives people to take control of their lives, many traditional banks have created banking Internet web pages where customers could transfer money, set up bill payments recurring or otherwise, quickly check items that have cleared, and many other functions that can be accessed 24 hours per day 7 days a week. Internet banking option has been very popular not only for customers who want to have some control over their account without having to go to the bank but for banks as well whose man hours have been freed up from performing simple tasks like balance inquiries, account transfers, and the likes because the customer does it himself with banking Internet.\par Internet banking options also include virtual banks. This is the truest form of banking Internet simply because these banks only exist online. Internet banking options have become popular because they save customers time and money, which is a very trendy combination. Banking Internet which only exist online means you will have to transfer your money to the new account or else mail a payment via cheque. Uppal, and Kaur (2007) studied the impact of Information Technology on various parameters of bank performance and concluded that Indian banking industry is quickly moving towards IT. The future of e-channels is very bright. \section[{II.}]{II.} \section[{Overview of Electronic Payments}]{Overview of Electronic Payments}\par Markets Globally and in India\par The development of an internet-based electronic payment system permits goods and services to be ordered and paid for irrespective of location, thereby providing opportunities for the creation of completely new business structures and sets of global trading relationships. The internet offers the possibility of 'open systems' for payment and settlement than can operate in parallel to existing, more traditional bank based networks. Consequently, online banking has now become a significant aspect of both wholesale and retail financial services.\par With the rapid diffusion of the internet, banking in cyberspace is fast becoming an alternative channel to provide banking services and products. Numerous studies have shown that the internet has become the most popular electronic delivery platform for electronic delivery platform for electronic banking \hyperref[b5]{(Karjaluoto et al, 2002)}.\par Major highlights of electronic payments markets globally and in India: The payment business in India is currently witnessing a phase of a rapid transition, enabled by the growing acceptance of electronic payment systems across various segments. A look at the electronic payments in India over the years reveals the growth in electronic payments in India both in terms of value as well as volume. \section[{Expansion of Banking Branches}]{Expansion of Banking Branches}\par Branch wise Growth status of banks reveals that the rate of growth has been highest for rural banks, followed by semi-urban banks. Thus this throws light on the Govt. policies to provide banking facilities to all citizens in all areas. This is a good sign. Although in absolute numbers there is still quite a lot of difference in bank branches in urban (14248) and metropolitans (13257) compared to 22188 branches in urban areas and 17773 branches in semi-urban areas. Year on year growth of banking branches has been highest {\ref (8.85)} Branch wise Growth status of private banks as shown in table 2 depicts similar trends to that of public sector banks. The rate of growth is highest for rural sector, viz. 3.23, although this is slightly lower than that of public sector banks. In absolute numbers there is still quite a lot of difference in bank branches in metropolitans (3615) and urban (3569) compared to 4687 branches in semi-urban areas and only 1581 branches in rural areas. Per cent of ATMs to Branches has increased from 110.60 per cent to 268.21 per cent. The growth rate of offsite ATMs is higher than that of on-site ATMs.\par Overall growth statistics highlights an increase at the rate of 2.42 per cent. \section[{C}]{C}\par Year on year ATM growth of private sector banks depicts an increasing trend. The growth rates improved from 11.76 percent to 52.55 percent. \section[{Table 7 : Growth Statistics of ATMs in Foreign Sector Banks Growth Statistics of ATMs in Foreign Sector}]{Table 7 : Growth Statistics of ATMs in Foreign Sector Banks Growth Statistics of ATMs in Foreign Sector}\par Bank is again indicative of similar trends as observed for public and private sector bank ATMs, i.e. the growth rate is higher for off-site ATMs than for on-site ATMs. Per In case of regional growth, the southern sectors share has been 33.8 and that of Northern region is 19.3.\par North-eastern region contributed a smallest share of the pie. Overall results highlight that there is a significant difference between public sector, private sector and foreign banks regarding Number of ATMS as F-value is 11.651and is significant as p<0.001. Post-Hoc test were also conducted and results highlight that that there is significant difference regarding ATM Public Sector Banks and ATM Foreign Sector Banks as p<.001. Regarding ATM Public Sector Banks and ATM Private Sector Banks results highlight that there is no significant difference in the mean score. Post hoc tests for ATMs Private Sector Banks and ATM Public Sector Banks are indicative of the fact that there is no significant difference as already highlighted, but in case of ATM Private Sector Banks and ATMs foreign sector banks there is a significant difference. Post hoc tests for foreign sector banks reveals that in case of both ATMs foreign sector Banks and ATM Public Sector Banks as well as ATMs foreign sector Banks and ATM Public Sector Banks there is a significant difference as p values for both are significant. Thus the hypothesis H 1 : There is significant difference in the means of Number of ATMs of Public, Private and Foreign sector banks has been accepted. \section[{b) Relation between Nature of Bank and ATMs}]{b) Relation between Nature of Bank and ATMs}\par After analyzing a detailed analysis of growth of branches and ATMs the next step was to find the scenario of debit cards. \section[{IV.}]{IV.} \section[{Debit Card \& Credit Card}]{Debit Card \& Credit Card}\par Performance in India a) Debit Card Market in India During 2010-11, the number of debit cards grew at the rate of 25 per cent over the previous year.\par ? In sync with the trend observed in case of ATMs, nearly three fourths of the total debit cards were issued by PSBs as at end March 2011. ? The share of PSBs in outstanding debit cards witnessed an increase during the recent years, while that of new private sector banks and foreign banks witnessed a decline over the same period. ? However, in absolute terms, the number of outstanding debit cards witnessed an increase for new private sector banks during the recent years years, while that of new private sector banks and foreign banks witnessed a decline over the same period. On the operational side, despite the convenience offered by ATMs in providing banking services, the debit card penetration continued to be low with only 30 per cent of deposit account holders having a debit card. The status of credit card penetration was worse with only less than two per cent of the population having a credit card. Further, the number of outstanding credit cards witnessed a declining trend during the recent years. As these technological advancements improve the pace and quality of banking services, there is a need to make efforts to improve card penetration in the country. \section[{b) Credit Card Market in India}]{b) Credit Card Market in India}\par The issuance of credit cards facilitates transactions without having to carry paper money. Despite the decline in the number of outstanding number of credit cards, the volume and value of transactions with credit card recorded a growth of 13 per cent and 22 per cent, respectively in 2010-11. New private sector banks and foreign banks accounted for more than 80 per cent of the total outstanding credit cards as at end March 2011. The electronic payment systems such as Electronic Clearing Service (ECS) credit and debit, National Electronic Fund Transfer (NEFT) for retail transactions and Real Time Gross Settlement (RTGS) for large value, improved the speed of financial transactions, across the country. \section[{Mobile Banking}]{Mobile Banking}\par India has 700 million (approx) mobile subscribers, but only 240 million individuals with bank accounts, 20 million credit cards, 88,000 bank branches and 70,000 ATMs. Of the households without a bank account, 42\% have at least one mobile phone. This is just a snapshot into the penetration that mobile has achieved in a relatively small period of time.\par Mobile banking could be a revolution in banking. It has been in the news for quite a while and, very recently, the transaction limit for mobile wallet cards was increased to Rs.50K. Mobile banking in India is set to generate a fee-based income of Rs.202.5 billion (approx. US\$4.5 billion) over the next five years, mainly driven by lower transaction costs, favorable regulatory environment and the UID project.\par By 2015, US\$350 billion in payment and banking transactions could flow through mobile phones, compared with about US\$235 billion of total credit-and debit-card transactions today. This forecast depends on the willingness of banks, telecom operators, regulators and consumers collectively to embrace this form of payment.\par The RBI introduced operative guidelines for banks for mobile banking transactions in India in October 2008 under the umbrella of the Payments \& Settlements Act 2007 with a few revisions and clarifications outlined in subsequent releases. The key highlights of the act are:\par ? Only rupee based domestic services are permissible, clearly prohibiting the use of crossborder inward and outward transfers. ? Banks are allowed to use the services of business correspondents top extend this facility to customers. ? Only banks with core banking solutions would be permitted to provide mobile banking services on their platform. ? The customer registration for mobile banking is mandatory. ? The mobile banking service offered by banks should be network operator-agnostic and should work across the entire mobile spectrum of operators. ? To ensure inter-operability between banks, message formats such as ISO 8583 were to be adopted for transactions.\par There are essentially two mobile banking metamarkets in India: rural and urban. Over the next five years, unbanked rural markets could begin to rival the urban market in size. In urban areas, many consumers have bank accounts, but still rely on cash for 90\% to 95\% of small-ticket transactions.\par Mobile payments would not only seek to change the cash-based nature of transactions, but also would be a tremendous convenience for these consumers. The mobile banking industry in India is ready to take off, especially with the ecosystem players, i.e., operators, banks and mobile manufacturers coming together and launching pilot services.\par The Inter Bank Mobile Payment Service (IMPS) facility was launched with much fanfare in November 2010, under the aegis of the National Payment Corporation of India (NPCI). It promised an instant interbank electronic fund transfer service that customers could conveniently access using their mobile phones. However, although the facility is being offered by more than 20 banks across the country, the adoption rate has been low. Industry analysts have attributed this to the fact that the service in its current format is custom-made for Smartphone users who can download an application from their respective banks and use it to make a fund transfer. Users with basic phones have the option of transferring funds via an SMS, which limits the transaction value. With more than 600 million connections and over 15 million being added each month, currently just 5\% of mobile phone subscribers are registered for the service. Even among the registered users, only a small fraction uses it regularly. Approximately 680,000 transactions worth Rs.610 million (US\$13.55 million) are conducted every month. \section[{a) Developments in the Mobile Banking Arena}]{a) Developments in the Mobile Banking Arena}\par RBI has been insisting repeatedly that mobile payments in India have to be driven by a bank-led model. This has prompted several stakeholders such as handset manufacturers, network providers and telecom operators to enter into strategic tie ups with banks to develop a scalable model. Several offerings have emerged or are around the corner over the past year. With an objective to deliver higher value for the savings account customers, banks have designed savings accounts with an auto sweep facility with the help of technology. The product feature works in a way that when the balance exceeds a given threshold value, the same is converted into a fixed deposit. If the balance falls, the fixed deposit is automatically broken and the balance is automatically credited back to the savings account of the customer. This facility provides a greater yield for customers on ideal funds and help banks retain low-cost deposits. \section[{b) Smart Cards}]{b) Smart Cards}\par The processor type smart cards with built-in integrated circuits (ICs) or microchips offer a wide range of transactional opportunities even from remote areas. Smart cards are extensively used for transactions such as cash withdrawals from ATMs, payment of bills and online purchases. \section[{c) Virtual Banks}]{c) Virtual Banks}\par Multimedia technology has been quite effective in bringing banking services to the doorstep of its customers. The customer-activated terminal (CAT) or self-banking kiosks are an interactive multimedia display unit, housed in a small enclosure, which typically consists of a computer workstation, monitor, video disk player and a card reader. It enables customers to browse through the information and use the available banking services at their own speed. Some banks have established virtual or self-banking branches where the customer enters the branch, explores services on the touch screen and at any time calls up members of the bank staff by video conferencing. While customers get the convenience of 24X7 banking, the bank saves in heavy real estate and manpower costs when compared to establishing a branch. \section[{d) Electronic Funds Transfers}]{d) Electronic Funds Transfers}\par Real time gross settlements (RTGS) and national electronic funds transfer (NEFT) have transformed the way funds transfers are done. Moving from three to four days for clearing and funds transferred, banks have moved to real-time transfers using online channels and mobile phones. \section[{VII.}]{VII.} \section[{Conclusion}]{Conclusion}\par Major developments in banking sector due to technology are taking place. In the face of the new competitive pressures, inherent rigidities in public sector banks to enhance serious challenges. The gap between partially using IT in banks and fully using IT in banks has widened. Financial sector reforms experienced that as compared to new private sector banks and foreign banks, in public sector banks very less IT has taken place. This IT in new private sector and foreign banks is becoming threat and also motivation for Indian public sector banks. Thus in this competition those banks will survive in the future which will manage technology infrastructure and innovations in the products and services offered by them. \section[{Bibliography}]{Bibliography}\begin{figure}[htbp] \noindent\textbf{1}\includegraphics[]{image-2.png} \caption{\label{fig_0}Figure 1 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{2}\includegraphics[]{image-3.png} \caption{\label{fig_1}Figure 2 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{}\includegraphics[]{image-4.png} \caption{\label{fig_2}}\end{figure} \begin{figure}[htbp] \noindent\textbf{1}\includegraphics[]{image-5.png} \caption{\label{fig_3}Figure 1 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{2}\includegraphics[]{image-6.png} \caption{\label{fig_4}Figure 2 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{3}\includegraphics[]{image-7.png} \caption{\label{fig_5}GlobalCFigure 3 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{4}\includegraphics[]{image-8.png} \caption{\label{fig_6}Figure 4 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{5}\includegraphics[]{image-9.png} \caption{\label{fig_7}Figure 5 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{5}\includegraphics[]{image-10.png} \caption{\label{fig_8}Figure 5 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{}\includegraphics[]{image-11.png} \caption{\label{fig_9}}\end{figure} \begin{figure}[htbp] \noindent\textbf{6}\includegraphics[]{image-12.png} \caption{\label{fig_10}Figure 6 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{1} \par \begin{longtable}{P{0.07440318302387268\textwidth}P{0.08116710875331565\textwidth}P{0.11047745358090184\textwidth}P{0.12175066312997349\textwidth}P{0.1059681697612732\textwidth}P{0.13978779840848807\textwidth}P{0.11047745358090184\textwidth}P{0.1059681697612732\textwidth}} S. No.\tabcellsep Year\tabcellsep \tabcellsep \tabcellsep \tabcellsep Branches\tabcellsep \tabcellsep \\ \tabcellsep \tabcellsep Rural\tabcellsep Semi-urban\tabcellsep Urban\tabcellsep Metro-politan\tabcellsep Total\tabcellsep Growth Rate\\ \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep (Y-O-Y)\\ 1\tabcellsep 2005\tabcellsep 19068\tabcellsep 11371\tabcellsep 9269\tabcellsep 7580\tabcellsep 47288\tabcellsep -\\ 2\tabcellsep 2006\tabcellsep 18219\tabcellsep 11146\tabcellsep 9439\tabcellsep 9039\tabcellsep 47843\tabcellsep 1.17\\ 3\tabcellsep 2007\tabcellsep 18112\tabcellsep 11728\tabcellsep 10168\tabcellsep 9658\tabcellsep 49666\tabcellsep 3.81\\ 4\tabcellsep 2008\tabcellsep 18526\tabcellsep 12685\tabcellsep 11260\tabcellsep 10409\tabcellsep 52880\tabcellsep 6.47\\ 5\tabcellsep 2009\tabcellsep 18941\tabcellsep 13504\tabcellsep 11994\tabcellsep 10999\tabcellsep 55438\tabcellsep 4.84\\ 6\tabcellsep 2010\tabcellsep 19567\tabcellsep 14595\tabcellsep 12920\tabcellsep 11743\tabcellsep 58825\tabcellsep 6.11\\ 7\tabcellsep 2011\tabcellsep 20387\tabcellsep 15978\tabcellsep 13569\tabcellsep 12277\tabcellsep 62211\tabcellsep 5.76\\ 8\tabcellsep 2012\tabcellsep 22188\tabcellsep 17773\tabcellsep 14248\tabcellsep 13257\tabcellsep 67466\tabcellsep 8.45\\ \multicolumn{2}{l}{Overall Growth Rate}\tabcellsep 3.41\tabcellsep 2.15\tabcellsep 1.67\tabcellsep 1.21\tabcellsep 1.90\tabcellsep \end{longtable} \par \caption{\label{tab_1}Table 1 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{2} \par \begin{longtable}{P{0.08583061889250815\textwidth}P{0.0996742671009772\textwidth}P{0.11074918566775244\textwidth}P{0.1273615635179153\textwidth}P{0.11351791530944626\textwidth}P{0.13289902280130292\textwidth}P{0.12182410423452769\textwidth}P{0.05814332247557003\textwidth}} S No\tabcellsep Year\tabcellsep Rural\tabcellsep Semi-urban\tabcellsep Urban\tabcellsep Metropolitan\tabcellsep Total\tabcellsep Growth Rate (Y-O-Y)\\ 1\tabcellsep 2005\tabcellsep 1102\tabcellsep 1847\tabcellsep 1739\tabcellsep 1508\tabcellsep 6196\tabcellsep \\ 2\tabcellsep 2006\tabcellsep 1033\tabcellsep 1769\tabcellsep 1910\tabcellsep 1804\tabcellsep 6516\tabcellsep 5\\ 3\tabcellsep 2007\tabcellsep 985\tabcellsep 2064\tabcellsep 2118\tabcellsep 1936\tabcellsep 7103\tabcellsep 9\\ 4\tabcellsep 2008\tabcellsep 1031\tabcellsep 2368\tabcellsep 2417\tabcellsep 2159\tabcellsep 7975\tabcellsep \\ 5\tabcellsep 2009\tabcellsep 1113\tabcellsep 2638\tabcellsep 2715\tabcellsep 2411\tabcellsep 8877\tabcellsep \\ 6\tabcellsep 2010\tabcellsep 1201\tabcellsep 3037\tabcellsep 3027\tabcellsep 2762\tabcellsep 10027\tabcellsep \\ 7\tabcellsep 2011\tabcellsep 1311\tabcellsep 3814\tabcellsep 3315\tabcellsep 3162\tabcellsep 11602\tabcellsep \\ 8\tabcellsep 2012\tabcellsep 1581\tabcellsep 4687\tabcellsep 3569\tabcellsep 3615\tabcellsep 13452\tabcellsep \\ \multicolumn{2}{l}{Overall Growth Rate}\tabcellsep 3.23\tabcellsep 2.22\tabcellsep 1.61\tabcellsep 1.67\tabcellsep 1.94\tabcellsep \end{longtable} \par \caption{\label{tab_2}Table 2 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{3} \par \begin{longtable}{P{0.5154255319148936\textwidth}P{0.054255319148936165\textwidth}P{0.05124113475177305\textwidth}P{0.018085106382978722\textwidth}P{0.030141843971631208\textwidth}P{0.060283687943262415\textwidth}P{0.04973404255319149\textwidth}P{0.07083333333333333\textwidth}} S No.\tabcellsep Year\tabcellsep \multicolumn{3}{l}{Rural Semi-urban Urban}\tabcellsep Metropolitan\tabcellsep Total\tabcellsep Growth Rate (Y-O-Y)\\ 1\tabcellsep 2005\tabcellsep 0\tabcellsep 0\tabcellsep 38\tabcellsep 204\tabcellsep 242\tabcellsep \\ 2\tabcellsep 2006\tabcellsep 0\tabcellsep 1\tabcellsep 37\tabcellsep 221\tabcellsep 259\tabcellsep 7.02\\ 3\tabcellsep 2007\tabcellsep 0\tabcellsep 2\tabcellsep 44\tabcellsep 227\tabcellsep 273\tabcellsep 5.41\\ 4\tabcellsep 2008\tabcellsep 0\tabcellsep 2\tabcellsep 49\tabcellsep 226\tabcellsep 277\tabcellsep 1.47\\ 5\tabcellsep 2009\tabcellsep 4\tabcellsep 4\tabcellsep 52\tabcellsep 233\tabcellsep 293\tabcellsep 5.78\\ 6\tabcellsep 2010\tabcellsep 5\tabcellsep 6\tabcellsep 60\tabcellsep 237\tabcellsep 308\tabcellsep 5.12\\ 7\tabcellsep 2011\tabcellsep 7\tabcellsep 8\tabcellsep 61\tabcellsep 241\tabcellsep 317\tabcellsep 2.92\\ 8\tabcellsep 2012\tabcellsep 7\tabcellsep 8\tabcellsep 61\tabcellsep 246\tabcellsep 322\tabcellsep 1.58\\ \multicolumn{2}{l}{Overall Growth Rate}\tabcellsep 2.25\tabcellsep 1.72\tabcellsep 1.68\tabcellsep 1.00\tabcellsep 1.30\tabcellsep \\ \multicolumn{5}{l}{Branch-wise status of Foreign sector banks is}\tabcellsep \tabcellsep \tabcellsep \\ \multicolumn{5}{l}{indicating that although foreign banks had their}\tabcellsep \tabcellsep \tabcellsep \\ \multicolumn{5}{l}{presence in metropolitan and urban areas in 2005. They}\tabcellsep \tabcellsep \tabcellsep \\ \multicolumn{5}{l}{made their presence in rural areas in 2009 with four}\tabcellsep \tabcellsep \tabcellsep \\ \multicolumn{5}{l}{banks and now there are seven banks. Foreign banks in}\tabcellsep \tabcellsep \tabcellsep \\ \multicolumn{5}{l}{semi-urban areas have improved from 1 in 2006 to 8 in}\tabcellsep \tabcellsep \tabcellsep \\ 2012.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par \caption{\label{tab_3}Table 3 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{4} \par \begin{longtable}{P{0.09817251461988304\textwidth}P{0.01739766081871345\textwidth}P{0.08326023391812865\textwidth}P{0.0695906432748538\textwidth}P{0.2398391812865497\textwidth}P{0.05219298245614035\textwidth}P{0.02982456140350877\textwidth}P{0.2547514619883041\textwidth}P{0.004970760233918128\textwidth}} \tabcellsep \tabcellsep \tabcellsep \multicolumn{3}{l}{Growth Rate (Y-O-Y)}\tabcellsep \\ \tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Growth Rate (Y-O-Y)}\tabcellsep \\ \tabcellsep 7.02\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ \tabcellsep \tabcellsep 5.41\tabcellsep \tabcellsep 5.78\tabcellsep \multicolumn{2}{l}{5.12}\\ \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep 2.92\\ \tabcellsep \tabcellsep \tabcellsep 1.47\tabcellsep \tabcellsep \tabcellsep \tabcellsep 1.58\\ \tabcellsep 2006\tabcellsep 2007\tabcellsep 2008\tabcellsep 2009\tabcellsep 2010\tabcellsep \tabcellsep 2011\tabcellsep 2012\\ \multicolumn{2}{l}{Groups}\tabcellsep Mean\tabcellsep F-Test\tabcellsep \tabcellsep \multicolumn{3}{l}{Post Hoc Test (Levene Test)}\\ \tabcellsep \tabcellsep (S.D.)\tabcellsep (p-value)\tabcellsep Groups\tabcellsep \multicolumn{2}{l}{p-Value}\tabcellsep Remarks\\ \multicolumn{2}{l}{Public Sector Bank}\tabcellsep 55202.13\tabcellsep 355.451\tabcellsep \multicolumn{2}{l}{Private Sector Bank}\tabcellsep .000\tabcellsep There is significant difference\\ Branches\tabcellsep \tabcellsep \tabcellsep p <.001\tabcellsep Branches\tabcellsep \tabcellsep \\ \tabcellsep \tabcellsep (7226.329)\tabcellsep \tabcellsep \multicolumn{2}{l}{Foreign Sector Bank}\tabcellsep .000\tabcellsep There is significant difference\\ \tabcellsep \tabcellsep \tabcellsep \tabcellsep Branches\tabcellsep \tabcellsep \\ \multicolumn{2}{l}{Private Sector Bank}\tabcellsep 8968.50\tabcellsep \tabcellsep \multicolumn{2}{l}{Public Sector Bank}\tabcellsep .000\tabcellsep There is significant difference\\ Branches\tabcellsep \tabcellsep \tabcellsep \tabcellsep Branches\tabcellsep \tabcellsep \\ \tabcellsep \tabcellsep (2572.784)\tabcellsep \tabcellsep \multicolumn{2}{l}{Foreign Sector Bank}\tabcellsep .002\tabcellsep There is significant difference\\ \tabcellsep \tabcellsep \tabcellsep \tabcellsep Branches\tabcellsep \tabcellsep \\ Foreign\tabcellsep Sector\tabcellsep 286.38\tabcellsep \tabcellsep \multicolumn{2}{l}{Public Sector Bank}\tabcellsep .000\tabcellsep There is significant difference\\ \multicolumn{2}{l}{Bank Branches}\tabcellsep \tabcellsep \tabcellsep Branches\tabcellsep \tabcellsep \\ \tabcellsep \tabcellsep (28.545)\tabcellsep \tabcellsep \multicolumn{2}{l}{Private Sector Bank}\tabcellsep .002\tabcellsep There is significant difference\\ \tabcellsep \tabcellsep \tabcellsep \tabcellsep Branches\tabcellsep \tabcellsep \end{longtable} \par {\small\itshape [Note: a) Status of ATMs in Indian Banks]} \caption{\label{tab_4}Table 4 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{4} \par \begin{longtable}{P{0.10843621399176955\textwidth}P{0.1259259259259259\textwidth}P{0.2168724279835391\textwidth}P{0.21337448559670782\textwidth}P{0.18539094650205762\textwidth}} S No\tabcellsep Year\tabcellsep Public Sector Banks\tabcellsep Private Sector Banks\tabcellsep Foreign Sector Banks\\ 1\tabcellsep 2005\tabcellsep 9992\tabcellsep 6853\tabcellsep 797\\ 2\tabcellsep 2006\tabcellsep 12608\tabcellsep 7659\tabcellsep 880\\ 3\tabcellsep 2007\tabcellsep 16329\tabcellsep 9799\tabcellsep 960\\ 4\tabcellsep 2008\tabcellsep 21788\tabcellsep 11967\tabcellsep 1034\\ 5\tabcellsep 2009\tabcellsep 27277\tabcellsep 15320\tabcellsep 1054\\ 6\tabcellsep 2010\tabcellsep 40680\tabcellsep 18447\tabcellsep 1026\\ 7\tabcellsep 2011\tabcellsep 49487\tabcellsep 23651\tabcellsep 1367\\ 8\tabcellsep 2012\tabcellsep 58193\tabcellsep 36079\tabcellsep 1414\\ \multicolumn{2}{l}{Overall Growth Rate}\tabcellsep 1.92\tabcellsep 2.18\tabcellsep 1.80\end{longtable} \par \caption{\label{tab_5}Table 4 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{5} \par \begin{longtable}{P{0.05972972972972973\textwidth}P{0.06585585585585585\textwidth}P{0.15621621621621623\textwidth}P{0.013783783783783784\textwidth}P{0.08423423423423423\textwidth}P{0.219009009009009\textwidth}P{0.006126126126126126\textwidth}P{0.1026126126126126\textwidth}P{0.14243243243243245\textwidth}} \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Year 2014\\ \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Volume XIV Issue IV Version I\\ \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep ( ) C\\ S No. 1 2 3 4 5 6 7\tabcellsep Year 2005 2006 2007 2008 2009 2010 2011\tabcellsep \multicolumn{2}{l}{On-site Off-site 4753 5239 6587 6021 10289 6040 12902 8886 17379 9898 23797 16883 29795 19692}\tabcellsep Total 9992 12608 16329 21788 27277 40680 49487\tabcellsep \multicolumn{2}{l}{Public Sector ATMs Growth Rate (Y-O-Y) Per cent of Off-site to total ATMs -52.4 26.2 47.8 29.5 37.0 33.4 40.8 25.2 36.3 49.1 41.5 21.6 39.8}\tabcellsep Per cent of ATMs to Branches 21.1 26.4 32.9 41.2 49.2 69.2 79.5\tabcellsep Global Journal of Management and Business Research\\ 8\tabcellsep 2012\tabcellsep 34012\tabcellsep 24181\tabcellsep 58193\tabcellsep 17.6\tabcellsep 41.6\tabcellsep 86.3\\ \multicolumn{2}{l}{Overall Growth Rate}\tabcellsep 1.78\tabcellsep 2.15\tabcellsep 1.92\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par \caption{\label{tab_6}Table 5 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{6} \par \begin{longtable}{P{0.06908866995073891\textwidth}P{0.07536945812807881\textwidth}P{0.09421182266009852\textwidth}P{0.09630541871921182\textwidth}P{0.09630541871921182\textwidth}P{0.11305418719211822\textwidth}P{0.15073891625615762\textwidth}P{0.15492610837438422\textwidth}} S. No.\tabcellsep Year\tabcellsep On-site\tabcellsep Off-site\tabcellsep Total\tabcellsep Growth rate\tabcellsep Per cent of\tabcellsep Per cent of\\ \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep (Y-O-Y)\tabcellsep Off-site to\tabcellsep ATMs to\\ \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Total ATMs\tabcellsep Branches\\ 1\tabcellsep 2005\tabcellsep 2683\tabcellsep 4170\tabcellsep 6853\tabcellsep -\tabcellsep 60.85\tabcellsep 110.60\\ 2\tabcellsep 2006\tabcellsep 3309\tabcellsep 4350\tabcellsep 7659\tabcellsep 11.76\tabcellsep 56.80\tabcellsep 117.54\\ 3\tabcellsep 2007\tabcellsep 4258\tabcellsep 5541\tabcellsep 9799\tabcellsep 27.94\tabcellsep 56.55\tabcellsep 137.96\\ 4\tabcellsep 2008\tabcellsep 5315\tabcellsep 6652\tabcellsep 11967\tabcellsep 22.12\tabcellsep 55.59\tabcellsep 150.06\\ 5\tabcellsep 2009\tabcellsep 6996\tabcellsep 8324\tabcellsep 15320\tabcellsep 28.02\tabcellsep 54.33\tabcellsep 172.58\\ 6\tabcellsep 2010\tabcellsep 8603\tabcellsep 9844\tabcellsep 18447\tabcellsep 20.41\tabcellsep 53.36\tabcellsep 183.97\\ 7\tabcellsep 2011\tabcellsep 10648\tabcellsep 13003\tabcellsep 23651\tabcellsep 28.21\tabcellsep 54.98\tabcellsep 203.85\\ 8\tabcellsep 2012\tabcellsep 13249\tabcellsep 22830\tabcellsep 36079\tabcellsep 52.55\tabcellsep 63.28\tabcellsep 268.21\\ \multicolumn{2}{l}{Overall Growth Rate}\tabcellsep 1.86\tabcellsep 2.42\tabcellsep 2.18\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par \caption{\label{tab_7}Table 6 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{2} \par \begin{longtable}{P{0.04306666666666666\textwidth}P{0.3264\textwidth}P{0.19720000000000001\textwidth}P{0.09066666666666667\textwidth}P{0.09293333333333334\textwidth}P{0.09973333333333333\textwidth}} S No.\tabcellsep Bank Group\tabcellsep \multicolumn{4}{l}{Outstanding Number of Debit cards (in millions)}\\ \tabcellsep Year--?\tabcellsep 2007-08\tabcellsep 2008-09\tabcellsep 2009-10\tabcellsep 2010-2011\\ I\tabcellsep Public sector banks\tabcellsep 64.33\tabcellsep 91.70\tabcellsep 129.69\tabcellsep 170.34\\ a)\tabcellsep Nationalised banks\tabcellsep 28.29\tabcellsep 40.71\tabcellsep 58.82\tabcellsep 80.27\\ b)\tabcellsep SBI group\tabcellsep 36.04\tabcellsep 50.99\tabcellsep 70.87\tabcellsep 90.07\\ II\tabcellsep Private sector banks\tabcellsep 34.10\tabcellsep 41.34\tabcellsep 47.85\tabcellsep 53.58\\ a)\tabcellsep Old private sector banks\tabcellsep 5.34\tabcellsep 7.09\tabcellsep 9.81\tabcellsep 12.44\\ b)\tabcellsep New private sector banks\tabcellsep 28.76\tabcellsep 34.25\tabcellsep 38.04\tabcellsep 41.14\\ III\tabcellsep Foreign banks\tabcellsep 4.02\tabcellsep 4.39\tabcellsep 4.43\tabcellsep 3.92\end{longtable} \par \caption{\label{tab_9}Table 2 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{3} \par \begin{longtable}{P{0.04748603351955307\textwidth}P{0.34189944134078215\textwidth}P{0.20181564245810055\textwidth}P{0.08784916201117318\textwidth}P{0.08310055865921787\textwidth}P{0.08784916201117318\textwidth}} Sr.No.\tabcellsep Bank Group\tabcellsep \multicolumn{4}{l}{Outstanding Number of Debit cards (in millions)}\\ \tabcellsep Year--?\tabcellsep 2007-08\tabcellsep 2008-09\tabcellsep 2009-10\tabcellsep 2010-2011\\ I\tabcellsep Public sector banks\tabcellsep 3.93\tabcellsep 3.44\tabcellsep 3.26\tabcellsep 3.08\\ a)\tabcellsep Nationalised banks\tabcellsep 0.72\tabcellsep 0.72\tabcellsep 0.73\tabcellsep 0.78\\ b)\tabcellsep SBI group\tabcellsep 3.21\tabcellsep 2.72\tabcellsep 2.53\tabcellsep 2.30\\ II\tabcellsep Private sector banks\tabcellsep 13.29\tabcellsep 12.18\tabcellsep 9.50\tabcellsep 9.32\\ a)\tabcellsep Old private sector banks\tabcellsep 0.04\tabcellsep 0.06\tabcellsep 0.06\tabcellsep 0.04\\ b)\tabcellsep New private sector banks\tabcellsep 13.25\tabcellsep 12.12\tabcellsep 9.44\tabcellsep 9.28\\ III\tabcellsep Foreign banks\tabcellsep 10.33\tabcellsep 9.08\tabcellsep 5.57\tabcellsep 5.64\end{longtable} \par {\small\itshape [Note: Chart 5 : Shares of Bank Groups in outstanding Credit Cards V.]} \caption{\label{tab_10}Table 3 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{} \par \begin{longtable}{P{0.32679282868525894\textwidth}P{0.523207171314741\textwidth}} NFC-enabled handsets and acceptance capabi-\tabcellsep \\ lities at merchant outlets. There are several players\tabcellsep \\ in the space of financial inclusion such as FINO,\tabcellsep \\ ATOM, Eko and ALW who offer a bouquet of\tabcellsep \\ services such as deposits, cash withdrawals and\tabcellsep \\ payment \& transfer transactions via the mobile\tabcellsep \\ channel.\tabcellsep \\ b) Telecommunication Operator Bank Tie-ups\tabcellsep \\ Following three of India's largest mobile\tabcellsep \\ operators have tied up with India's largest banks to offer\tabcellsep \\ a bouquet of mobile-based banking and financial\tabcellsep \\ services to their customers:\tabcellsep \\ 1. Airtel and State Bank of India: A joint venture\tabcellsep \\ company has been set up that envisages opening\tabcellsep ? RBI came up with the regulation of an additional\\ bank accounts, cashless transfers, cashless\tabcellsep factor across IVR and mobile channels. This\\ spending and payment facilities, targeting the rural\tabcellsep affected mobile service aggregators such as\\ and urban poor. Customers would be offered a no-\tabcellsep ngpay, Mchek and Paymate.\\ frills banking account from SBI, across Airtel's 1.5\tabcellsep ? Several new banks have come up with their mobile\\ million+ retailer network. Both partners have\tabcellsep banking offering through java-based applications.\\ envisaged investing more than Rs.1 billion in this\tabcellsep Newer channels such as USSD and SMS have also\\ enterprise. The JV plans to acquire more than 2\tabcellsep gained in prominence after RBI increased the limit\\ million accounts annually.\tabcellsep for unencrypted transactions over mobile channel\\ 2. Vodafone and the ICICI Bank: Similar arrangement\tabcellsep to Rs.5,000 per day.\\ being entered offering financial products ranging\tabcellsep ? Banks such as SBI offer certain value-added\\ from savings accounts, prepaid instruments and\tabcellsep services such as prepaid mobile recharge, which\\ credit products through a mobile phone platform.\tabcellsep has been a hugely successful functionality. SBI\\ 3.\tabcellsep boasts of more than 1 million customers in its\\ \tabcellsep mobile banking platform freedom by virtue of\\ \tabcellsep balanced service offerings as well as effective\\ \tabcellsep customer communication.\\ \tabcellsep ? Apparently, the regulator believes that mobile\\ \tabcellsep banking is yet to show remarkable growth even\\ \tabcellsep after the daily transaction limits have been raised to\\ \tabcellsep Rs. 50,000 per day per customer. Apart from major\\ \tabcellsep banks such as SBI and ICICI, other banks are still\\ \tabcellsep to gain numbers in terms of volume and value of\\ \tabcellsep transactions.\\ \tabcellsep ? Nokia Money launched its services with Yes Bank\\ \tabcellsep and Union Bank of India to provide financial\\ \tabcellsep services to customers. Nokia plans to use its\\ \tabcellsep distribution network coupled with the financial\\ \tabcellsep prowess of the banks to provide a service of its\\ \tabcellsep kind.\\ \tabcellsep ? Airtel received approval to issue prepaid\\ \tabcellsep instruments from regulators and launch it in the\\ \tabcellsep name of Airtel Money. Other mobile operators too\\ \tabcellsep are defining models wherein payment and/or\\ \tabcellsep transfer enabling instruments would be launched\\ \tabcellsep either on their own or with banks, leveraging the\\ \tabcellsep principles of business correspondents.\\ \tabcellsep ? In the area of proximity payments, Citibank, in\\ \tabcellsep conjunction with Vodafone and Nokia conducted\\ \tabcellsep an NFC (near field communication)-based mobile\\ \tabcellsep payments trial in Bangalore, which saw\\ \tabcellsep considerable success. However, the scalability\\ \tabcellsep would depend on the proliferation and adoption of\end{longtable} \par {\small\itshape [Note: a) Savings Accounts with Auto Sweep Facility]} \caption{\label{tab_11}}\end{figure} \footnote{E-Delivery Channels and Banking Performance in India: A Pragmatic Approach} \footnote{© 2014 Global Journals Inc. (US)} \footnote{E-Delivery Channels and Banking Performance in India: A Pragmatic Approach © 2014 Global Journals Inc. (US)} \backmatter \begin{bibitemlist}{1} \bibitem[Sinha and Chandrashekran ()]{b10}\label{b10} ‘A split hazard model for analyzing the diffusion of innovations’. 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