Kotak Mahindra Bank Tractor Loan Statement Download
Cherise Sibeto
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On a consolidated level, profit, which includes net gains from its subsidiaries in the brokerage/i-banking, ARC, wealth management, insurance businesses and microfinance and NBFC, grew 51 per cent to Rs 4,150 crore, the city-based lender said in a statement.
kotak mahindra bank tractor loan statement download
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Banking can be thought of as a business of exclusion. Banks are more or less market takers on deposit and lending rates. That is, they generally must do what the market as a whole dictates as it relates to rates on loans and deposits. A bank might be able to make a few extra points at the margin, but deposit-taking and lending are in most cases commodity businesses that are incredibly competitive.
Because banks are taking deposits and making loans at the market rate, the levers they have to control their performance are the types and quality of the loans they make and their expenses. Banking is a business of exclusion because bankers need to be able to walk away from questionable loans, whether as a result of the quality of the loan itself or the pricing. In an environment where people need money, it is prudent to pass on most deals and only extend loans to the best borrowers at the best possible prices.
When a loan becomes non-performing the bank begins the process of maximizing its recovery either via foreclosure of the property, repossession or through filing an involuntary petition for bankruptcy against the borrower.
For home loans, we think home loans is one of the most sticky products in a customer journey. And the ability to cross-sell a variety of products to a home loan customer is also a significant opportunity. A home loan customer who has got a core mortgage is a much safer customer to add a credit card or a personal loan, a home loan customer who has an engaging bank account, that again gives us a deeper engaging relationship with that customer. So we look, we are getting significantly more focused on customer engagement and customer returns, in addition to making sure that the product makes economic sense.
\u201CIf you are going to function in society, as an individual, a mom-and-pop business, or a billion-dollar corporation, you need one or more of the following: a bank account, a business loan, a car loan, or a mortgage, and with every bank account, business loan, car loan or mortgage, comes fees charged by the bank for the myriad services it provides.\u201D
One thing that makes banks different from traditional companies from a leverage standpoint is that banks are experts in managing risk. This is what they do (or are supposed to do anyway) all day long. For an industrial company borrowing to finance equipment, the sky is the limit when it comes to the potential return on their investment. Banks, however, lend money with known return characteristics. A bank\u2019s risk department is responsible for ensuring that the bank doesn\u2019t concentrate too many loans in a given sector. The underwriting department\u2019s mandate is to attempt to write loans that will not lose value. Banks aspire to perfect underwriting records, even though that\u2019s impossible. In addition, a bank can manage its deposit cost to better match up with its lending portfolio risk.
The biggest actual risk to a bank is the same risk that exists for any company - operational risk. This is the risk that management makes bad decisions. Perhaps they grow too quickly or in the wrong direction, hire the wrong people, make bad loans or other investments, and so on. It takes a master swordsman to balance opposing forces to triumph at the battleground of banking. Uday Kotak is one such master swordsman \u2014 A banker among bank \u201Cexecutives\u201D. He exhibits the even temperament that\u2019s needed to steer highly leveraged institutions through the unforgiving vicissitudes of the credit cycle.
In 1989, another major opportunity presented itself to Mr. Kotak, when Citibank entered the car financing business in India. Citi offered customers car loans at a flat 13% hire-purchase rate of interest, which remained the same even though the loan balance lowered, thereby taking the bank\u2019s internal rate of return to as much as 36%. That was the kind of spread in the car loan business. Foreseeing the opportunity, KMFL immediately entered the business of car financing. As an NBFC, it borrowed from banks to lend to customers against their vehicles as security.
The deal helped KMB leverage ING\u2019s digital banking strength, as ING was among the top two or three consumer banks in Germany with zero branch presence. It helped KMB ramp up its branch presence in South India, in a scenario where 46% of KMB\u2019s branches were in West India only. The bank was also able to diversify its loan book beyond its own retail loan business, as ING\u2019s strength was its small and medium enterprises (SME) clientele. With ING Vysya nearing the foreign shareholding cap of 74%, the merger also yielded more liquidity and significant headroom for foreign money, as the foreign shareholding was 47%. The deal also helped Mr. Kotak reduce the promoter\u2019s stake in KMB, in line with the roadmap given by the RBI, and move towards the prescribed stake of 30%.
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