“A STUDY ON MERGER OF SYNDICATE BANK WITH CANARA BANK AND ITS

IMPACT ON CUSTOMER”

A Project Submitted to

University of Mumbai for partial completion of the degree of

Bachelor of Commerce Banking and insurance

Under the Faculty of Commerce

By

AASLY ANTONY

Under the Guidance of

PROF. MANISHA AJARA

Shri Chinai College of Commerce and Economics Andheri- East,

Mumbai – 400 069

April, 2019
 SHRI CHINAI COLLEGE OF COMMERCE AND ECONOMICS Andheri- East,

Mumbai – 400 069

CERTIFICATE

This is to certify that Ms. AASLY ANTONY has worked and duly Completed his Project
Work for the degree of BACHELOR OF COMMERCE BANKING AND INSURANCE
under the Faculty of Commerce her/his project is entitled, “ A STUDY ON MERGER OF
SYNDICATE BANK WITH CANARA BANK AND ITS IMPACT ON CUSTOMER”
under my supervision.

I further certify that the entire work has been done by learner under my guidance and that no
part of it has been submitted previously for any Degree or Diploma of any University.

It is h own work and facts reported by his personal findings and investigations.

PROF. MANISHA AJARA SHAH

Date:
 DECLARATION

I the undersigned Ms. AASLY ANTONY here by, declare that the work embodied in this
project work titled “A STUDY ON MERGER OF SYNDICATE BANK WITH
CANARABANK AND ITS IMPACT ON CUSTOMER”

Forms my own contribution to the research work carried out under the guidance of
PROF. MANISHA AJARA is a result of my own research work and had not been
previously submitted to any other University for any other Degree / Diploma to this or any
other University.

Wherever reference has been made to previous works of others, it has been clearly indicated
as such and included in the bibliography.

I, here by further declare that all information of this document has been obtained and
presented in accordance with academic rules and ethical conduct.

_______________

AASLY ANTONY

Certified by

PROF. MANISHA AJARA

 ACKNOWLEDGEMENT
To list who all have helped me is difficult because they are so numerous and depth is so
enormous.

I would like to acknowledge the following as being idealistic channels and fresh dimensions
in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to do this
project.

I would like to thank my I/C Principal, PROF S.S.DAROLE Sir for providing the necessary
facilities required for completion of this project.

I take this opportunity to thank our Coordinator PROF CHETAN PANCHAL for his moral
support and guidance.

I would also like to express my sincere gratitude towards my project guide PROF.
MANISHA AJARA whose guidance and care made the project successful.

I would like to thank my College Library, for having provided various reference books and
magazines related to my project.

Lastly, I would like to thank each and every person who directly or indirectly helped me in
the completion of the project especially my Parents and Peers who responded me throughout
my project.
TITLE PAGE NO.
Title page I
Certificate II
Declaration III
Acknowledgement IV
Index V

INDEX

CHAPTER NO. PARTICULAR PAGE NO.

1 INTRODUCTION
1.1 INTRODUCTION
1.2 LEGAL
STRUCTURE
1.3 BUSINESS
VALUATION
1.4 FINANACING
1.5 DIFFERENT
TYPES
1.6 BENEFITS OF
BANK MEMBERS
AND
ACQUSITIONS
1.7 HISTORY

2 RESEARCH
METHODOLOGY

2.1 Introduction
2.2 Conceptual
2.2.1 Meaning of
merger of bank
2.2.2 Types of
merger
2.2.3 Advantage of
merger
2.2.3 Disadvantage
 of merger
2.3 Significance of study
2.4 Objectives of study
2.5 Hypothesis of study
2.6 Research methodology
2.6.1 Research design
2.6.2 Data collection
2.6.3 Sample design
2.6.4 Sampling unit
2.6.5 Extent
2.6.6 Sampling
technique
2.6.7 Data analysis
and
interpretation

2.7 Scope of the data

2.8 Limitations of the data
2.9 Chapter scheme
3 Introduction
3.1 Literature review
3.2 Research gap
4 Overview of syndicate bank
and canara bank
4.1 Syndicate bank
4.1.1 Introduction
4.1.2 History
4.1.3 Business
4.1.4 Product and
services
4.1.5 Features
4.2 Canara bank
4.2.1 Introduction
4.2.2 History
4.2.3 Overseas
subsidiaries,
branch and
office
4.2.4 Empower
5 Data analysis and
interpretation
6 Findings and conclusion
Bibliography
Annexure

LIST OF TABLES

TABLE NO. PARTICLUAR PAGE NO.

5.2 Gender
5.3 Age
5.4 Occupation
5.5 Marital status
5.6 Annual income
5.7 In which bank do you
have account
5.8 How long do you have
an account in these banks
5.9 What kind of account do
you maintain in
syndicate bank
5.10 What kind of account do
you maintain in canara
bank
5.11 Do you agree with that
combination involving
the absorption of one
firm by another is merger
5.12 Do you know that
syndicate bank and
canara bank have been
merged
5.13 Do you agree that when
companies merge the
new company gains a
larger market share and
gets ahead in the
competition
5.14 Are you aware that
mergers are good for
customer
5.15 Did you face any
 problem during the
merger of the bank
5.16 Do you think if I have an
account with bank will
be able to transact at
canara bank and vice
versa
5.17 ARE YOU AWARE OF
THE DIFFERENT
SERVICES OFFERED BY
BANK AFTER MERGING
OF SYNDICATE BANK
AND CANARA BANK

5.18 DO YOU KNOW

DIFFERENT TYPES OF
GENERAL INSURANCE
PROVIDED BY CANARA
BANK
5.19 DO YOU KNOW
DIFFERENT TYPES OF
GENERAL INSURANCE
PROVIDED BY
SYNDICATE BANK

5.20 IN WHICH WAY DO YOU

PREFER TO CONDUCT
YOUR TRANSACTION

5.21 ARE THERE ANY

CHANGES IN
TRANSACTION DUE TO
MERGER

5.22 ARE YOU AWARE THAT

THE MERGER OF BANK
HAS INCREASED
PRODUCT
AVALIABILITY

5.23 HAVE YOU EVER FACES

ISSUES WITH CASH
WITHDRAWAL DURING
THE MERGER PROCESS

5.24 AFTER THIS MERGER

HAVE YOU EVER FELT
INSECURE ABOUT YOUR
SAVING OR MONEY
 5.25 HAVE YOU EVER FELT
ANY CHANGES IN
BANKING SERVICES DUE
TO MERGER

5.26 HAVE YOU EVER FELT

ANY CHANGES IN
BANKING SERVICES DUE
TO MERGER

5.27 ARE YOU AWARE THAT

THE IFSC CODE OF YOUR
BANK HAS CHANGED

5.28 ARE YOU AWARE THAT

THE IFSC CODE OF YOUR
BANK HAS CHANGED

5.29 ARE YOU AWARE THAT

THE IFSC CODE OF YOUR
BANK HAS CHANGED

5.30 ARE YOU AWARE THAT

THE IFSC CODE OF YOUR
BANK HAS CHANGED

LIST OF GRAPH

GRAPH NO. PARTICLUAR PAGE NO.

5.2 Gender
5.3 Age
5.4 Occupation
5.5 Marital status
5.6 Annual income
5.7 In which bank do you
have account
5.8 How long do you have
an account in these banks
5.9 What kind of account do
you maintain in
syndicate bank
5.10 What kind of account do
 you maintain in canara
bank
5.11 Do you agree with that
combination involving
the absorption of one
firm by another is merger
5.12 Do you know that
syndicate bank and
canara bank have been
merged
5.13 Do you agree that when
companies merge the
new company gains a
larger market share and
gets ahead in the
competition
5.14 Are you aware that
mergers are good for
customer
5.15 Did you face any
problem during the
merger of the bank
5.16 Do you think if I have an
account with bank will
be able to transact at
canara bank and vice
versa
5.17 ARE YOU AWARE OF
THE DIFFERENT
SERVICES OFFERED BY
BANK AFTER MERGING
OF SYNDICATE BANK
AND CANARA BANK

5.18 DO YOU KNOW

DIFFERENT TYPES OF
GENERAL INSURANCE
PROVIDED BY CANARA
BANK
5.19 DO YOU KNOW
DIFFERENT TYPES OF
GENERAL INSURANCE
PROVIDED BY
SYNDICATE BANK
5.20 IN WHICH WAY DO YOU
PREFER TO CONDUCT
YOUR TRANSACTION

5.21 ARE THERE ANY

CHANGES IN
TRANSACTION DUE TO
MERGER

5.22 ARE YOU AWARE THAT

THE MERGER OF BANK
HAS INCREASED
PRODUCT
AVALIABILITY

5.23 HAVE YOU EVER FACES

ISSUES WITH CASH
WITHDRAWAL DURING
THE MERGER PROCESS

5.24 AFTER THIS MERGER

HAVE YOU EVER FELT
INSECURE ABOUT YOUR
SAVING OR MONEY

5.25 HAVE YOU EVER FELT

ANY CHANGES IN
BANKING SERVICES DUE
TO MERGER

5.26 HAVE YOU EVER FELT

ANY CHANGES IN
BANKING SERVICES DUE
TO MERGER

5.27 ARE YOU AWARE THAT

THE IFSC CODE OF YOUR
BANK HAS CHANGED

5.28 ARE YOU AWARE THAT

THE IFSC CODE OF YOUR
BANK HAS CHANGED

5.29 ARE YOU AWARE THAT

THE IFSC CODE OF YOUR
BANK HAS CHANGED

5.30 ARE YOU AWARE THAT

THE IFSC CODE OF YOUR
BANK HAS CHANGED
 CHAPTER I
INTRODUCTION

1.1 INTRODUCTION
1.2 LEGAL STRUCTURE
1.2.1TYPES
1.3 BUSINESS VALUATION
1.4 FINANCING
1.4.1 CASH
1.4.2 STOCK
1.4.3 FINANCING OPTIONS
1.5 DIFFERENT TYPES
1.5.1 BY FUNCTIONAL ROLES IN MARKET
1.5.2 BY BUSINESS OUTCOME
1.5.3 ARMM’S LENGTH MERGER
1.5.4 STRATEGICS MERGERS

1.6 BENEFITS OF BANK MERGERS AND ACQUISITIONS

1.6.1 SCALE

1.6.2 EFFICIENCY

1.7 HISTORY
1.1 INTRODUCTON

A situation in which two banks pool their assets and liabilities to become one bank. Because
this can have a significant impact on the financial industry, the Federal Reserve
subjects, mergers involving bank holding companies to more intensive regulation. See also:
Too Big to Fail. In the month of August 2019, the Finance Minister of India MS. Nirmala
Sitharaman has announced to merge 10 Public Sector Banks into four entities. The basic logic
behind this merger is to increase the global competitiveness of the Indian banks. Now the
total Public Sector Banks reduced to 12 from 27 in 2017 in India. A merger occurs when two
firms join together to form one. The new firm will have an increased market share, which
helps the firm gain economies of scale and become more profitable. The merger will also
reduce competition and could lead to higher prices for consumers. In corporate
finance, mergers and acquisitions (M&A) are transactions in which the ownership
of companies, other business organizations, or their operating units are transferred
or consolidated with other entities. As an aspect of strategic management, M&A can allow
enterprises to grow or downsize, and change the nature of their business or competitive
position.

From a legal point of view, a merger is a legal consolidation of two entities into one, whereas
an acquisition occurs when one entity takes ownership of another entity's stock, equity
interests or assets. From a commercial and economic point of view, both types of transactions
generally result in the consolidation of assets and liabilities under one entity, and the
distinction between a "merger" and an "acquisition" is less clear. A transaction legally
structured as an acquisition may have the effect of placing one party's business under the
indirect ownership of the other party's shareholders, while a transaction legally structured as a
merger may give each party's shareholders partial ownership and control of the combined
enterprise. A deal may be euphemistically called a merger of equals if both CEOs agree that
joining together is in the best interest of both of their companies, while when the deal is
unfriendly (that is, when the management of the target company opposes the deal) it may be
regarded as an "acquisition". A merger is an agreement that unites two existing companies
into one new company. There are several types of mergers and also several reasons why
companies complete mergers. Mergers and acquisitions are commonly done to expand a
company's reach, expand into new segments, or gain market share.
1.2 LEGAL STRUCTURE

Corporate acquisitions can be characterized for legal purposes as either "asset purchases" in
which the seller sells business assets to the buyer, or "equity purchases" in which the buyer
purchases equity interests in a target company from one or more selling shareholders. Asset
purchases are common in technology transactions where the buyer is most interested in
particular intellectual property rights but does not want to acquire liabilities or other
contractual relationships. An asset purchase structure may also be used when the buyer
wishes to buy a particular division or unit of a company which is not a separate legal entity.
There are numerous challenges particular to this type of transaction, including isolating the
specific assets and liabilities that pertain to the unit, determining whether the unit utilizes
services from other units of the selling company, transferring employees, transferring permits
and licenses, and ensuring that the seller does not compete with the buyer in the same
business area in the future. Structuring the sale of a financially distressed company is
uniquely difficult due to the treatment of non-compete covenants, consulting agreements, and
business goodwill in such transactions.

1.2.1 TYPES

Mergers, asset purchases and equity purchases are each taxed differently, and the most
beneficial structure for tax purposes is highly situation-dependent. One hybrid form often
employed for tax purposes is a triangular merger, where the target company merges with
a shell company wholly owned by the buyer, thus becoming a subsidiary of the buyer.

In a "forward triangular merger", the buyer causes the target company to merge into the
subsidiary; a "reverse triangular merger" is similar except that the subsidiary merges into
the target company. Under the U.S. Internal Revenue Code, a forward triangular merger
is taxed as if the target company sold its assets to the shell company and then liquidated,
whereas a reverse triangular merger is taxed as if the target company's shareholders sold
their stock in the target company to the buyer.
1.3 BUSINESS VALUATION

The assets of a business are pledged to two categories of stakeholders: equity owners and
owners of the business’ outstanding debt. The core value of a business, which accrues to both
categories of stakeholders, is called the Enterprise Value (EV), whereas the value which
accrues just to shareholders is the Equity Value (also called market capitalization for publicly
listed companies). Enterprise Value reflects a capital structure neutral valuation and is
frequently a preferred way to compare value as it is not affected by a company's, or
management's, strategic decision to fund the business either through debt, equity, or a portion
of both.  Five common ways to triangulate the enterprise value of a business are:

 asset valuation
 historical earnings valuation
 future maintainable earnings valuation
 relative valuation (comparable company and comparable transactions)
 Valuation using discounted cash flows (DCF) 

Professionals who value businesses generally do not use just one method, but a combination.
Valuations implied using these methodologies can prove different to a company's current
trading valuation. For public companies, the market based enterprise value and equity value
can be calculated by referring to the company's share price and components on its balance
sheet. The valuation methods described above represent ways to determine value of a
company independently from how the market currently, or historically, has determined value
based on the price of its outstanding securities.

Most often value is expressed in a Letter of Opinion of Value (LOV) when the business is
being valued informally. Formal valuation reports generally get more detailed and expensive
as the size of a company increases, but this is not always the case as the nature of the business
and the industry it is operating in can influence the complexity of the valuation task.

Objectively evaluating the historical and prospective performance of a business is a challenge

faced by many. Generally, parties rely on independent third parties to conduct due diligence
studies or business assessments. To yield the most value from a business assessment,
objectives should be clearly defined and the right resources should be chosen to conduct the
assessment in the available timeframe.
1.4 FINANCING

Mergers are generally differentiated from acquisitions partly by the way in which they
are financed and partly by the relative size of the companies. Various methods of
financing an M&A deal exist:

1.4.1 Cash

Payment by cash. Such transactions are usually termed acquisitions rather than mergers
because the shareholders of the target company are removed from the picture and the target
comes under the (indirect) control of the bidder's shareholders.

1.4.2 Stock

Payment in the form of the acquiring company's stock, issued to the shareholders of the
acquired company at a given ratio proportional to the valuation of the latter. They receive
stock in the company that is purchasing the smaller subsidiary.

1.4.3 Financing options

There are some elements to think about when choosing the form of payment. When
submitting an offer, the acquiring firm should consider other potential bidders and think
strategically. The form of payment might be decisive for the seller. With pure cash deals,
there is no doubt on the real value of the bid (without considering an eventual earn out). The
contingency of the share payment is indeed removed. Thus, a cash offer pre-empts
competitors better than securities. Taxes are a second element to consider and should be
evaluated with the counsel of competent tax and accounting advisers. Third, with a share deal
the buyer's capital structure might be affected and the control of the buyer modified. If the
issuance of shares is necessary, shareholders of the acquiring company might prevent such
capital increase at the general meeting of shareholders. The risk is removed with a cash
transaction. Then, the balance sheet of the buyer will be modified and the decision maker
should take into account the effects on the reported financial results. For example, in a pure
cash deal (financed from the company's current account), liquidity ratios might decrease. On
the other hand, in a pure stock for stock transaction (financed from the issuance of new
shares), the company might show lower profitability ratios (e.g. ROA). However, economic
dilution must prevail towards accounting dilution when making the choice. The form of
payment and financing options are tightly linked. If the buyer pays cash, there are three main
financing options:
 Cash on hand: it consumes financial slack (excess cash or unused debt capacity) and may
decrease debt rating. There are no major transaction costs.
 Issue of debt: It consumes financial slack, may decrease debt rating and increase cost of
debt.

1.5 DIFFERENT TYPES

1.5.1 BY functional roles in market

The M&A process itself is a multifaceted which depends upon the type of merging
companies.

 A horizontal merger is usually between two companies in the same business sector. An
example of horizontal merger would be if a video game publisher purchases another
video game publisher, for instance, Square Unix acquiring adios. This means that synergy
can be obtained through many forms such as; increased market share, cost savings and
exploring new market opportunities.
 A vertical merger represents the buying of supplier of a business. In a similar example, if
a video game publisher purchases a video game development company in order to retain
the development studio's intellectual properties, for instance, Kadokawa
Corporation acquiring From Software.  The vertical buying is aimed at reducing overhead
cost of operations and economy of scale.
 Conglomerate M&A is the third form of M&A process which deals the merger between
two irrelevant companies. The relevant example of conglomerate M&A would be if a
video game publisher purchases an animation studio, for instance, when Sega Sammy
Holdings subsidized TMS Entertainment.  The objective is often diversification of goods
and services and capital investment.

1.5.2 BY business outcome

The M&A process results in the restructuring of a business' purpose, corporate governance
and brand identity.

 A statutory merger is a merger in which the acquiring company survives and the
target company dissolves. The purpose of this merger is to transfer the assets and
 capital of the target company into the acquiring company without having to maintain
the target company as a subsidiary.
 A consolidated merger is a merger in which an entirely new legal company is formed
through combining the acquiring and target-company. The purpose of this merger is
to create a new legal entity with the capital and assets of the merged acquirer and
target-company. Both the acquiring and target company are dissolved in the process.

1.5.3 Arm's length mergers

An arm's length merger is a merger:

1. approved by disinterested directors and

2. approved by disinterested stockholders:

″The two elements are complementary and not substitutes. The first element is important
because the directors have the capability to act as effective and active bargaining agents,
which disaggregated stockholders do not. But, because bargaining agents are not always
effective or faithful, the second element is critical, because it gives the minority stockholders
the opportunity to reject their agents' work. Therefore, when a merger with a controlling
stockholder was:

1) Negotiated and approved by a special committee of independent directors.

2) Conditioned on an affirmative vote of a majority of the minority stockholders.

The business judgment standard of review should presumptively apply, and any plaintiff
ought to have to plead particularized facts that, if true, support an inference that, despite the
facially fair process, the merger was tainted because of fiduciary wrongdoing.″

1.5.4 Strategic mergers

A Strategic merger usually refers to long-term strategic holding of target (Acquired) firm.
This type of M&A process aims at creating synergies in the long run by increased market
share, broad customer base, and corporate strength of business. A strategic acquirer may also
be willing to pay a premium offer to target firm in the outlook of the synergy value created
after M&A process.
1.6 BENEFITS OF BANK MERGERS AND ACQUISITIONS

1.6.1 Scale

A bank merger helps your institution scale up quickly and gains a large number of new
customers instantly. Not only does an acquisition give your bank more capital to work with
when it comes to lending and investments, but it also provides a broader geographic footprint
in which to operate. That way, you achieve your growth goals quicker.

1.6.2 Efficiency

Acquisitions also scale your bank more efficiently, not just in terms of your efficiency ratio,
but also in terms of your banking operations. Every bank has an infrastructure in place for
compliance, risk management, accounting, operations and IT – and now that two banks have
become one, you’re able to more efficiently consolidate and administer those operational
infrastructures. Financially, a larger bank has a lower aggregated risk profile since a larger
number of similar-risk, complimentary loans decrease overall institutional risk.

1.7 History

Replica of an East Indiaman of the Dutch East India Company/United East India Company
(VOC). A pioneering early model of the public company and multinational corporation in its
modern sense, the VOC was formed in 1602 from a government-directed
consolidation/amalgamation of several competing Dutch trading companies (the so-called
voorcompagnieën). It was possibly in fact the first recorded major consolidation and is
generally one of the most successful mergers (in particular amalgamations) in the history of
business.

Most histories of M&A begin in the late 19th century United States. However, mergers
coincide historically with the existence of companies. In 1708, for example, the East India
Company merged with an erstwhile competitor to restore its monopoly over the Indian trade.
In 1784, the Italian Monte dei Paschi and Monte Pio banks were united as the Monti Reunite.
In 1821, the Hudson's Bay Company merged with the rival North West Company.
 CHAPTER II

RESEARCH METHODOLOGY

2.1INTRODUCTION

2.2 CONCEPTUAL FRAMEWORK

2.2.1 MEANING OF MERGER OF BANKING

2.2.2 TYPES OF MERGER

2.2.3 ADVANTAGE OF MERGER

2.2.4 DISADVANTAGE OF MERGER

2.3 SIGNIFICANCE OF STUDY

2.4 OBJECTIVES OF STUDY

2.5 HYPOTHESIS OF STUDY

2.6 RESEARCH METHODOLOGY

2.6.1 RESEARCH DESIGN

2.6.2 DATA COLLECTION

2.6.3 SAMPLING DESIGN

2.6.4 SAMPLING UNIT

2.6.5 EXTENT

2.6.6 SAMPLING TECHNIQUE

2.6.7 DATA ANAYSIS AND INTERPRETATION

2.7 SCOPE OF THE DATA

2.8 LIMITATIONS OF THE DATA

2.9 CHAPTER SCHEME

2.1 INTRODUCTION

Mergers and acquisitions among financial institutions have been increased. Bank and
financial institutions need to be fully approachable and reactive that banking merger has not
hampered customer service. Since the entire business depends on the customer’s positive
feedback and satisfaction, good customer service is essential in this kind of business. It is
always being argued that the impact of mergers and acquisitions on the customer is difficult
to measure due to the direct influence of external factors like global competition or
technological advancement. Bearing this consideration, the paper evaluates the impact of
bank mergers and acquisitions on customers by using survey method. Results suggest that the
merger program was successful from customers’ point of view, because it has benefited them
through economies of scale, expansion of working area and advancement in technology.
Another perspective regarding the service quality of banks in post-merger found that
customers are enjoying competitive interest rate due to the enhanced capital base.
When banks merge, sufficient care is taken to ensure that the impact on customers is
minimal. So, your money is safe. As bank boards approve these mergers, they notify
their customers for the transition of savings/current accounts, locker facilities, fixed deposits,
loan accounts, etc. with the new bank. By merging the banks, the legal cost and other
ancillary costs will comparatively come down as it is seen that the same borrower has taken
loan from a number of banks. Every year banks spend hefty amounts in the recovery of the
bad loans, by bringing such cost down banks can save significantly. A merger may lead to a
reduction in output, e.g. because the merger increased market power or the technologies of
the acquiring and acquired company exhibit increasing returns to scale, and a consecutive
reduction in employment. To address the problem of economic slowdown, the Finance
Minister has announced the merger of 10 public sector banks into 4, which would reduce the
number of public sector banks from 27 to 12, to boost the economy by increasing the
liquidity, diversifying the risk and also to combat the issue of non-performing assets .
Mergers are important for the consolidation and expansion purpose that is why in today's
scenario many private sector banks are genuinely interested in mergers and acquisition. They
are also crucial for Economy as they are most of the times successful in saving
weak banks which fail in meeting expectations.
 2.2 CONCEPTUAL FRAMEWORK

2.2.2 MEANING OF MERGER OF BANK

A situation in which two banks pool their assets and liabilities to become one bank. Because
this can have a significant impact on the financial industry, the Federal Reserve
subject’s mergers involving bank holding companies to more intensive regulation. Too Big to
Fail.

2.2.3 TYPES OF MERGERS

5 Types of Mergers

 Conglomerate. A merger between firms that are involved in totally unrelated business

activities.
 Horizontal Merger. A merger occurring between companies in the same industry.
 Market Extension Mergers.
 Product Extension Mergers.
 Vertical Merger.

2.2.4 ADVANTAGE OF MERGERS OF BANK

 It reduces the cost of operation.

 It helps to improve the professional standard.

 Provides the better efficiency ratio  for operations as well as banking operations which is
beneficial for the economy

 Multiple posts get abolished, resulting in substantial financial savings Banking mergers
improve risk management.

 The merger helps the geographically concentrated regionally present banks to expand their
coverage.

 NPA is beneficial.

 Reduced financial risk.

 Increased opportunities.

 Small fee.

 Credibility.

2.2.5 Disadvantage of Merging Banks

 Acquiring banks have to bear the burden of weaker banks.

 Very challenging to manage the people and culture of different banks.

 Also destroy the idea of decentralization as many banks have a regional audience to cater

 Large banks are more vulnerable to global economic crises.

 Mergers may make it difficult for private banks to gain faster market share as most anchor
banks are large.

 Chances of Bank going Bankrupt.

 No past experience

 Risk of fraud and robberies.

 Risk of public debt.

 Strict assessment.

2.3 SIGNIFICANCE OF STUDY

The main motive behind the merger and acquisition in the banking industry is to achieve

economies of scale and scope. Mergers also help in the diversification of the products, which
help to reduce the risk. Merger can be defined as a mean of unification of two players into
single entity. Customer Satisfaction is very important because they are individual who are
ultimately uses the product. So, if the company tries to understand what are the expectation of
the consumer and meet that and satisfy then there is wider opportunity to increase the market.
2.4 OBJECTIVES

1. To understand merger and acquisition in banking sector.

2. To examine the effect of merger on customer
3. To analyse and suggest for better merger strategies.

2.5 HYPOTHESIS OF THE STUDY:

2.6 RESEARCH METHODOLOGY:

2.6.1 RESEARCH DESIGN

A STUDY ON MERGERS OF SYNDICAYE

RESEARCH PURPOSE BANK AND CANANRA BANK AND IT'S
IMPACT ON CUSTOMER

SURVEY METHOD GOOGLE FORM AND QUESTIONNAIRE METHOD

CONVENIENCE, SIMPLE RANDOM AND

SAMPLING USED
JUDGEMENTAL SAMPLING USED

LOCATION OF STUDY MUMBAI

SAMPLE SIZE 40 RESPONDENTS

SOURCES OF DATA PRIMARY AS WELL AS SECONDARY SOURCES OF

DATA COLLECTION ARE USED

GOOGLE FORM WERE CIRCULATED THROUGH

PRIMARY DATA COLLECTION SOCIAL MEDIA WELL STRUCTURED
QUESTIONNAIRE

FREQUENCY DISTRIBUTION METHOD AND

DATA COLLECTION
PERCENTAGE METHOD

CONCLUSION WILL BE DRAWN ON LOGIC AND

CRTICAL ANALYSIS ON THE BASIS OF FINDINGS OF
CONCLUSION
THE STUDY AND ACCORDING TO SUGEESTIONS
GIVEN
2.6.2 DATA COLLECTION

a. PRIMARY DATA
The primary data have been collecting on the basis of a questionnaires and personal
interview. The structured close and open ended questionnaires were distributed to the
respondents. The researcher approached to 40 respondents on random selection at the
selected sample area. For the clear understanding of the questionnaire, each question
was explained personally to the respondents so that the respondents’ doubts are
cleared 50 respondents have been interviewed.

The respondent’s questionnaire comprises of 15 questions which were generally

multiple choice questions and open ended questions.15 questions framed in order to
judge following things:

The respondent’s questionnaire comprises of 15 questions which were generally

multiple choice questions and open ended questions.15 questions framed in order to
judge following things:

 Personal details of respondents

 Their view about their savings and investment patterns
 Any Suggestion on savings and investment patterns

b. SECONDARY DATA

Secondary data included information collected from various internet download,

books, publication and various journals.

2.6.3 SAMPLING DESIGN

A Sample Design is a definite plan for obtaining a sample from a given population. It
refers to the technique to the procedure adopted in selecting items for the sampling
designs.

2.6.4 SAMPLING UNIT

The study aims to measure the investment pattern of individuals on the basis
demographic characteristics. The sampling unit consists of respondents who are
customer of Syndicate bank and Canara bank.
 2.6.5 EXTENT

Extent refers to geographical area where there is a scope of population. The extent of
study is within Mumbai i.e. from Mumbai central to Borivali.

2.6.6 SAMPLING TECHNIQUE

The selection of the respondents was done on the basis of convenience technique based
on the non-probability method of sampling.

2.6.7 DATA ANALYSIS AND INTERPRETATION

The study is based on secondary and primary data collected from various internet sites and
through books and journals. The Primary data has been analysed through frequency
distribution method and then converted in percentage. Collected Data has been edited to
avoid unwanted information and arrange the data in the proper order and sequence.
property edited data has been coded and classified to further make it simple by preparing
tables, graph, charts and diagram etc. wherever necessary . An attempt has been be made
to draw proper conclusions on the basis of the data analysis and achieve all the objectives
of research study.

2.7 SCOPE OF THE STUDY

1. The study on merger of syndicate bank and canara bank.

2. The study is to be aware of effects on customer due to merger of banks.
3. To study the effects of merger.
4. To study the post amalgamation of syndicate bank into canara bank Ltd.

2.8 LIMITATION

The present study has following limitation.

1. The research had been conducted only in Mumbai metro city due to time and
convenience.
 2. The research was based on the random and convenience sampling even the size of the
sample may not be adequate enough to represent the entire population.
3. Despite of knowing the usefulness of the study the respondents were not ready to give
information due to time constrain.
4. Retailers were fearful to part with complete information and actual information
required regarding company and consumer.

2.9 CHAPTERS SCHEME:

 Introduction
 Research Methodology
 Literature Review
 Data Analysis, Interpretation and Presentation
 Conclusions and Suggestions.
 CHAPTER - III

REVIEW OF LITERATURE

3.1 – INTRODUCTION

3.2 – LITERATURE REVIEW

3.3 – RESEARCH GAP

3.1 INTRODUCTION

Introduction to literature reviews

What is a literature review?

In essence, a literature review identifies, evaluates and synthesis the relevant literature within
a particular field of research. It illuminates how knowledge has evolved within the field,
highlighting what has already been done, what is generally accepted, what is emerging and
what is the current state of thinking on the topic. In addition, within research-based texts such
as a Doctoral thesis, a literature review identifies a research gap (i.e. unexplored or under-
researched areas) and articulates how a particular research project addresses this gap.

What is meant by the term literature?

Literature refers to a collection of published information/materials on a particular area of

research or topic, such as books and journal articles of academic value. However, your
literature review does not need to be inclusive of every article and book that has been written
on your topic because that will be too broad. Rather, it should include the key sources related
to the main debates, trends and gaps in your research area.
Pombarla, P. S. (June 2020). 1 STATED IN THE STUDY Restructuring through Mergers-
A case study on Mega Merger of Banks 2020. Restructuring through Mergers- A Case
Study on Mega Merger of Banks. Indian Banking industry is one of the most growing
and flourishing industries which is going through a remarkable change from last two
decades. Banking systems of any country need to be effective and efficient as it plays
an active role in the economic development of the country. Intense competition among
banking industries gave an importance to mergers and acquisition as it minimizes risk,
increase profits, provides better customer service with the help professional staff by
providing specialized products & services and eliminates competition. This research
paper provides information about the mega merger that took place on April 1, 2020.

The study concluded Growth is an important aspect for any organization. The Indian banking
sector and the economy have confronted various challenges and problems and have made
mergers and acquisitions activity not an unknown phenomenon in Indian banking industry.
Merger is a highly potential tool for growth and expansion in banks. Merger is a good idea.
However, this should be done with right a bank for the right reasons. With the help of
mergers and acquisitions, the banks can achieve significant growth in their operations,
minimize their expenses to a substantial extent and also competition is decreased due to the
fact merger eliminates competitors from the banking industry and can even be tricky given
the challenges banks face, including bad loan problem that has plunged many public sector
banks in an unprecedented crisis and can also create variety of problems which can cause
great damage if the process of merging is not executed properly hence, it has to be
implemented in a careful manner. Government of India and RBI have undertaken several
measures and reforms in the Indian banking sector, as well as quite a few successful mergers
and acquisitions, which have helped it, to grow manifold. Comparatively in short time, the
Indian banking system has earned numerous outstanding achievements as the World’s largest
and the most diverse democracy in banking industry.

1
Pombarla, P. S. (June 2020). Restructuring through Mergers- A case study on Mega
Merger of Banks 2020. Restructuring through Mergers- A Case Study on Mega Merger
of Banks 2020, 8(6), 4022-4033. doi: JUNE 2020
MONDAL, G. C., PAL, D. K., & R, D. AY (2017). 2 STATED IN THE STUDY Influence
of Merger on Performance of Indian Banks: A Case Study. . Influence of Merger on
Performance of Indian Banks: A Case Study, ‘The study attempts to critically analyze
and evaluate the impact of merger of Nedungadi bank and Punjab National Bank on
their operating performance in terms of different financial parameters. Most of the
financial indicators of Nedungadi bank and Punjab National Bank display significant
improvement in their operational performance during post-merger period. Therefore,
the results of the study reveal that average financial ratios of sampled banks in Indian
banking sector showed a remarkable and significant improvement in terms of liquidity,
profitability, and stakeholders wealth’.

The study concluded Merger in banking sector in India has provided substantiation that
it is the constructive tool for survival of feeble banks by merging into larger bank.
Mergers help banks to strengthen their financial base and access tax benefits and direct
access to cash resources. Results suggest that after the merger the efficiency and
performance of banks have increased in terms of different financial parameters and the
success of merger is reliant upon synergy gains created after the merger and overall
performance of bank. Majority of the financial indicators of Nedungadi Bank Ltd and
Punjab national bank display significant improvement in their operational performance
during post-merger period. Therefore, the results of the study reveal that average
financial ratios of sampled banks in Indian banking sector showed a remarkable and
significant improvement in terms of liquidity and leverage parameters, profitability, and
shareholders wealth. While dealing with mergers and acquisitions, synergy can be
generated in long run with the cautious usage of the resources, exact valuation of the
target and estimating the future prospects. The triumph of mergers and acquisition deals
depends on post-merger integration process, timely action and to keep check on the
costs of integration process.

Athma, D., & Bhavani, M. (October- December 2017). 3 STATED IN THE STUDY Trends
in Mergers in Banking Sector in India: An Analysis. Trends in Mergers in Banking Sector in

2
MONDAL, G. C., PAL, D. K., & RAY, D. (2017). Influence of Merger on
Performance of Indian Banks: A Case Study. Influence of Merger on Performance of
Indian Banks: A Case Study, 32, 43-51. doi:2017
India: An Analysis ‘Mergers across the businesses take place for several reasons such as
consolidation of businesses, expansion by entering into new markets, increasing the product
line, Synergies etc. Synergy refers to the greater combined value of merged firms than the
sum of the values of individual units. The India Banking Sector has undergone a major
transformation, with several Policy Initiatives and Positive Business Environment. Enhanced
spending on infrastructure, speedy implementation of projects and continuation of reforms
are expected to provide further impact us to growth. All these factors suggest that India's
banking sector is set for a robust growth with the increasing business opportunities. The
technological advancements have brought the mobile and internet banking services to the
forefront which also includes a slew of improved services for giving the maximum
satisfaction to the customers. In this context, the study of trends in mergers in Banking Sector
in India assumes importance.

The study concluded The India Banking Sector has witnessed several changes over the
years. The participation of Public and Private Sector Banks in the merger activity all
through the study period is seen. The Public Sector Banks dominated the merger
Scenario, with more number of mergers to its credit. During the Post Liberalization
period increased participation of Private Sector Banks in merger activity is evident.
Mergers are now being considered as an important strategy for consolidation and
expansion which is the reason why a few profits making Banks in the Private Sector has
shown interest in the merger activity.

3
ATHMA, D. (., & BHAVANI, M. A. (October - December 2017). TRENDS IN
MERGERS IN BANKING SECTOR IN INDIA: AN ANALYSIS. TRENDS IN
MERGERS IN BANKING SECTOR IN INDIA: AN ANALYSIS, 6(4), 37-48. doi:
OCTOBER-DECEMBER 2017
Khan, A. A. (March 1-18).4 STATED IN THE STUDY. MERGER AND ACQUISITION
(M&AS) IN THE INDIAN BANKING SECTOR IN POST LIBERALIZATION REGIME.
MERGER AND ACQUISITION (M&AS) IN THE INDIAN BANKING SECTOR IN POST
LIBERALIZATION REGIME The purpose of this paper is to explore various motivations of
Merger and Acquisitions in the Indian banking sector. This includes the various aspects of
banking Industry’s Merger and Acquisitions. It also compares pre and post-merger financial
performance of merged banks with the help of financial parameters like Gross-Profit Margin,
Net-Profit Mar gin, Operating Profit Margin, Return on Capital Employed (ROCE), Return
on Equity (ROE) and Debt-Equity Ratio. Through literature review it comes to know that
most of the work done high lightened the impact of Merger and Acquisitions on different
aspects of the companies. The data of Merger and Acquisitions since economic liberalization
are collected for a set of various financial parameters. This study also examines the changes
occurring in the acquiring firms on the basis of financial ground an d also the overall impact
of Merger and acquisitions(M&As) on acquiring banks. The Researcher used independent t-
test for testing the statistical significance and this test is applied not only for the ratio analysis
but also to test the effect of Merger and Acquisitions on the performance of banks. This
performance is being tested on the basis of two grounds i.e. Pre-merger and Post merger. The
result of the study indicates that the banks have been positively affected by the event of
Merger and acquisitions (M &AS). These results suggest that merged banks can obtain
efficiency and gains through Merger and Acquisitions (M&AS) and passes the benefits to the
equity share holders’ in the form of dividend.

The study concluded Merger and Acquisition is the useful tool for growth and expansion
in the Indian banking sector. It is helpful for survival of weak banks by merging in to
larger bank. This study shows the impact of M&AS in the Indian banking sector and
researcher took two cases for the study as sample and examines that merger.

4
KHAN, A. A. (mar 2012-2018). MERGER AND ACQUISITION (M&AS) IN THE
INDIAN BANKING SECTOR IN POST LIBERALIZATION REGIME. MERGER
AND ACQUISITION (M&AS) IN THE INDIAN BANKING SECTOR IN POST
LIBERALIZATION REGIME, 2(1), 1-18. doi:MAR 2012-2018
Bajaj, T., &Dua, K. (n.d.).5 STATED IN THE STUDY Customer satisfaction - a case study
of syndicate bank services. Customer Satisfaction - a Case Study of Syndicate Bank
Services, Banking is an important field of study. In Indian economy where more than
70% population depends upon agriculture, there is a strong need of banking system.
Syndicate bank is one of oldest & major commercial banks of India, which provides
financial assistance to its local weavers. Customer is the pivot upon which whole
banking business revolves. Banking is a service sector industry & customer service is
the differentiating factor. Now the needs of customers have fully changed. Customer
satisfaction is one of the mysterious concepts because every customer has its own
expectations, beliefs, and psychology & physical variables. So it is very difficult for
banks to work aligning with their customers’ needs. Therefore to know the customer
satisfaction in syndicate bank research is conducted on 75 respondents. The
respondents are of different background in age, sex, education &occupation etc. The
study revealed that Syndicate bank customers are satisfied in many aspects such as
bank’s basic amenities, loan procedure, and innovative schemes & with communication
system & employees attitude towards some fields.

The study concluded The researcher has found that mostly people have convinced by or
influenced by the efforts made by bank men so new methods should be adopted by the
bank for making the process more efficient & flexible to people persuade the potential
customers. It was found that most of the respondents have come to know about dealing
with bank through branch employees & then friends & direct contact. Therefore role of
branch employees should be increased & they should try to attract more &more
customers. Pass book are minor image of a customer account appearing in the ledger of
a banker. Pass book entries are expected to exhibit a clear picture about the transaction
of customer with the banker in this connection.24% respondents were dissatisfied
therefore efficient &competent persons should be posted on that job employees need to
be trained.

5
Bajaj, T., & Dua, K. (n.d.). Customer satisfaction - a case study of syndicate bank
services. Customer Satisfaction - a Case Study of Syndicate Bank Services, II, 1-11.
 Lahoti, D. J. (April 2016).6 STATED IN THE STUDY, An Experiential Study of
Mergers And Acquisitions in Indian Banking Sector. An Experiential Study of Mergers
and Acquisitions in Indian Banking Sector, The research aims to understand the
behavior of various “Mergers and Acquisitions in Indian Banking Sector.” A large
number of international and domestic banks all over the world are engaged in merger
and acquisition activities. One of the principal objectives behind the mergers and
acquisitions in the banking sector is to reap the benefits of economies of scale. Mergers
and Acquisitions are important corporate strategy actions that aid the firm in external
growth and provide it competitive advantage. In today’s globalized economy, mergers
and acquisitions (M&A) are being increasingly used world over, for improving
competitiveness of companies through gaining greater market share, broadening the
portfolio to reduce business risk, for entering new markets and geographies, and
capitalizing on economies of scale etc. Today, the banking industry is counted among
the rapidly growing industries in India. It has transformed itself from a sluggish
business entity to a dynamic industry. The growth rate in this sector is remarkable and
therefore, it has become the most preferred banking destinations for international
investors. A relatively new dimension in the Indian banking industry is accelerated
through mergers and acquisitions. It will enable banks to achieve world class status and
throw greater value to the stakeholders.

The Study Concluded The banking system in India has undoubtedly earned numerous
outstanding achievements, in a comparatively short time, for the World’s largest and
the most diverse democracy. There have been several reforms in the Indian banking
sector, as well as quite a few successful mergers and acquisitions, which have helped it,
grow manifold. The banking system in India has undoubtedly earned numerous
outstanding achievements, in a comparatively short time, for the World’s largest and
the most diverse democracy. There have been several reforms in the Indian banking
sector, as well as quite a few successful mergers and acquisitions, which have helped it,
grow manifold.

6
Lahoti, D. J. (April 2016). An Experiential Study of Mergers And Acquisitions In
Indian Banking Sector. An Experiential Study of Mergers And Acquisitions in Indian
Banking Sector,5(4), 398-400. doi: April 2016
 Reddy, P. L., & Chandra, D. M. (march 2020). 7 STATED IN THE STUDY Reddy,
P. L., & Chandra, D. M. (march 2020). Mergers of Banks in Economy – Indian
Scenario. Mergers of Banks in Economy – Indian Scenario. Banking area possesses a
significant spot in each economy and is one of the quickest developing sectors in India.
The challenge is very high and tough from the worldwide player’s i.e. International
banks. On the counter part, both public and private banks are also facing strong
competition among themselves to reach the targeted audience. But the worrying factor
is Non-performing assets are also increasing simultaneously with core business. The
result is mergers in the banking sector in order to reduce the NPA. The most recent and
largest merger in the history of banking industry took place on April 1, 2017 i.e., State
bank of India and its associates banks. And, now the govt. of India announces India’s
biggest and largest mega banks merger on august 30, 2019, i.e., merging of 10 public
sector banks into 4 large banks. These banks are oriental bank of commerce and united
bank of India merging with Punjab national bank; Syndicate bank with Canara bank;
Andhra bank and corporation bank merging with Union bank of India; and Allahabad
bank merging with Indian bank; This merger will bring nearly a half yearly of all
outstanding loans in Indian’s banking sector. This big bank merger will be a good move
from the central govt. to reach $5 trillion economy in next 5 years.

The Study Concluded According to the govt. objectives consolidation has been aimed as an
instrument of producing world size banks irrespective of the challenges that have been posed.
When initially incorporated as a provision in the banking regulation act 1949; the major goal
was to create a mechanism so that weak banks could be promoted from serious effects of
liquidation and dissolution. Failing of one bank would lead to failure of the banking industry
and for this caution; RBI was entrusted with the power to compulsorily merge the weak
banks with the healthy ones in order to remove losses and liabilities.

7
Reddy, P. L., & Chandra, D. M. (march 2020). Mergers of Banks in Economy – Indian
Scenario. Mergers of Banks in Economy – Indian Scenario,8(6), 1-5. doi: March 2020
 C, Y. (July 2020).8 STATED IN THE STUDY Effect of Amalgamation on Financial
Performance: A Case Study of Canara Bank Ltd. Effect of Amalgamation on Financial
Performance: A Case Study of Canara Bank Ltd. In the era of 21 century, one has to
follow the path of growth, which contains various challenges and issues. To obtain
benefits such as entering in new market, cost reduction, cross selling, risk
diversification, increasing shareholder’s value, M&A can be done within the industry or
outside the industry. Banking sector of India is also in news for its various deals of
Merger and Amalgamation in recent years. This paper has focused on amalgamation of
Syndicate bank into Canara Bank. The main objective of this study is to analyze
financial performance of Canara Bank pre and post- amalgamation. Data has been
collected from various Annual Reports of Canara Bank for pre and post-amalgamation
period. Analyses shows that there is no significant benefit has been achieved by Canara
Bank Ltd after the amalgamation. Analysis also shows that there is no improvement in
company’s Return on Equity, Interest Coverage, Earning Per Share and Dividend Per
Share.

The Study Concluded Thus, as per the above discussion it can be say that
Amalgamations are considered as corporate events which helps an organization to
create synergy and provide sustainable competitive advantage, but, simultaneous these
sorts of corporate events have the potential to create severe personal trauma and stress
which can result in psychological, behavioral, health, performance, and survival
problems for both the individuals and companies, whether it is a bank or a non-banking
financial corporation, involved in it. The post-merger integration process is a difficult
and complex task. It comes along with long lists of activities and tasks that have to be
fulfilled within a short time and partly with incomplete information. The results showed
that there is no significant improvement in the various ratios of Canara Bank in post
amalgamation period. The null hypothesis of the study has not been rejected which
stated that there is no significant progress or improvement in the financial position of
the Canara Bank in post period.

8
C, Y. (July 2020). Effect of Amalgamation on Financial Performance: A Case Study of
Canara Bank Ltd. Effect of Amalgamation on Financial Performance: A Case Study of
Canara Bank Ltd, 9(7), 708-711. doi: JULY 2020
 KUMAR, S. (December 2013). 9 STATED IN THE STUDY Impact of Bank Mergers
on the Efficiency of Banks: A study of merger of Bharat Overseas Bank with Indian
Overseas Bank. Impact of Bank Mergers on the Efficiency of Banks: A Study of Merger
of Bharat Overseas Bank with Indian Overseas Bank. After the implementation of
reform measures, there has been large changes in the philosophy, perceptions, and
functioning of commercial banks and banks are expected to manage the large inflows
and outflows of financial resources. Therefore a strong banking system through
consolidation is required. Under such situations, it is necessary to study the impact of
consolidation on different profitability and efficiency parameters of the banks. In the
paper the attempt is made to compare the pre-merger and post-merger performance of
Bharat Overseas Bank and Indian Overseas Bank by comparing different efficiency
parameters like Profit Per employee, Business per Employee, Investment and
Advances, Interest Income, Return on Assets, NPAs etc. The study concluded that after
merger there is improvement in all the parameters of the banks.

The Study Concluded Leveling the playing field between domestic and foreign banks is
particularly important for a competitive setting. The popular view that large banking
firms are more efficient and less risky than smaller firms or the notion that the global
banking industry is consolidating in order to eliminate excess capacity, may be some of
the forces but one cannot deny the fact that today public policies are encouraging the
banks to merge. The question is not consolidation to cover weaknesses, but to build
stronger financial sector. Though each bank and branch can be effective too, but the
combined assets, systems and technology platforms of the corporate parents will
mitigate the risk and extend the credit, which a single particular bank cannot do. From
the central bank’s view point main concern over bank consolidation is its effect on
systematic risk and hence on financial stability. Financial integration leads to reduced
financial cost, increases market competition, better use of technology and reduces
economic dependence.

9
KUMAR, S. (December 2013). Impact of Bank Mergers on the Efficiency of Banks: A
study of merger of Bharat Overseas Bank with Indian Overseas Bank. Impact of Bank
Mergers on the Efficiency of Banks: A Study of Merger of Bharat Overseas Bank with
Indian Overseas Bank, 3(12), 221-242. doi: DECEMBER 2013
 GUPTA, K. (March 2015). 10 STATED IN THE STUDY MERGERS AND
ACQUISITIONS IN THE INDIAN BANKING SECTOR: A STUDY OF SELECTED
BANKS. MERGERS AND ACQUISITIONS IN THE INDIAN BANKING SECTOR: A
STUDY OF SELECTED BANKS In the present era of global economy, Mergers and
Acquisitions have become the most widely used business strategy of corporate
restructuring and strengthening to achieve greater market share, long term profitability,
entering new markets, capitalizing on economies of scale etc. The present paper
evaluates the effects of merger and acquisitions on the financial performance of the
selected banks in India. Pre and post-merger comparison is conducted on selected
variables to analyses the effectiveness of mergers and acquisitions on the banks. Two
cases of merger and acquisitions have been taken randomly as sample for the study,
first the merger of ICICI bank and The Bank of Rajasthan, and second the merger of
HDFC bank and Centurion Bank of Punjab. The results of the study indicate that there
is a positive impact of mergers and acquisitions on the financial performance of the
selected banks.

The Study Concluded Mergers and acquisitions are one of the most widely used
corporate strategies followed by organizations looking for enhanced value creation. The
present study attempted to analyze the impact of mergers and acquisitions on the
financial performance of selected banks in India. The result indicates that in the first
case of merger between Bank of Rajasthan and ICICI Bank the performance of banks
has significantly improved in terms of net profit margin, return on assets, net interest
margin, capital adequacy ratio, CASA and cost to income but no significant change has
been seen in total income/capital employed, return on equity and credit deposit ratio in
post-merger period. In the second case of merger between Centurion Bank of Punjab
and HDFC Bank the analyses shows that net profit margin, return on assets, return on
equity, credit deposit ratio, CASA, cost to income have shown significant
improvement.

10
GUPTA, K. (March 2015). MERGERS AND ACQUISITIONS IN THE INDIAN
BANKING SECTOR: A STUDY OF SELECTED BANKS. MERGERS AND
ACQUISITIONS IN THE INDIAN BANKING SECTOR: A STUDY OF SELECTED
BANKS, 4(3), 94-107. doi: MARCH 2015
 SHARMA, D. A., & MODI, G. N. (September 2014). 11 STATED IN THE STUDY.
A Comparative Study of Financial Performance of Syndicate Bank & Canara Bank. A
Comparative Study of Financial Performance of Syndicate Bank & Canara Bank.
Analysis of financial statement is necessary because it help in depicting the financial
position on the basis of past and current records. Analysis of financial statement helps
in making the future decision and strategies. Financial performance analysis has now
become an important technique of credit appraisal. The investors, financial experts,
management executives and the bankers all analyze these statements. This paper is
initiated a comparative study of financial performance of Syndicate bank and Canara
bank. The main objective of this study is to know the liquidity, profitability and
efficiency of Syndicate bank and Canara bank. Analytical tools used in the study are
ratio analysis and cash flow analysis.

The Study Concluded Syndicate bank has overall better efficiency and has performed better
in the banking institution as compared to Canara bank. EPS and DPS of Syndicate bank is
increasing due to increase in the use of debt rather than the use of improved operations. The
P/E Ratio of Syndicate bank is high as compared to its industry and Canara bank which
means that Syndicate Bank is using its funds in a better manner and it is fundamentally sound
in nature. Beta of Syndicate bank And Canara bank is less than the market beta which means
that both banks are giving less return but they are less risky and investors can invest in these
shares. The Average Sustainable Earnings of Syndicate bank is high and the standard
deviation is low so the bank has its earnings is sustain and more robust in nature as compared
to Canara bank. The Credit Deposit of Syndicate bank And Canara bank is close but the ratio
is high which means that Syndicate bank has overall good efficiency and better performance,
i.e., the bank has high credit deposit ratio.

11
SHARMA, D. A., & MODI, G. N. (September 2014). A Comparative Study of
Financial Performance of Syndicate Bank & Canara Bank. A Comparative Study of
Financial Performance of Syndicate Bank & Canara Bank, 3(9), 27-29. doi:
SEPTEMBER 2014
 NARASAGONDAR, M. (October 2016). 12
STATED IN THE STUDY Recent
Mergers and Acquisition in Indian Banking sector- A Study. Recent Mergers and
Acquisition in Indian Banking Sector- A Study. Consolidation in the Banking sector is
very important in terms of mergers and acquisitions for the growing Indian Banking
Industry. This can be achieved through Cost Reduction and Increasing Revenue. The
important part over here is that why do we need consolidation in Indian Banking and
what is the Challenges Ahead. The role of the Central government is also very
necessary to be analyzed in the entire process as they play a crucial role in the policy
formation required for the growth of Indian Banking. In the recent times, we have seen
some M&A as voluntary efforts of banks. Merger of Times Bank with HDFC Bank was
the first of such consolidations after financial sector reforms ushered in 1991. Merger
of Bank of Madura with ICICI Bank, reverse merger of ICICI with ICICI bank, coming
together of Centurion Bank and Bank of Punjab to form Centurion Bank of Punjab and
the recent decision of Lord Krishna Bank to merge with Federal Bank are voluntary
efforts by banks to consolidate and grow. Is growing is size better for the Indian banks?
India is still an ‗unbanked country and by global standards, even the biggest of Indian
banks are minnows in a business where size means clout and where geographical
boundaries are blurring. Even by Indian standards, most of the banking sector is
disadvantaged by size: the top 25 banks of which, 18 are owned by the government
account for about 85 per cent of banking assets.

The Study concluded in nutshell the concept of merger and acquisition between two or
more companies can turn out to be a successful merger and acquisition. The merging
and the acquisition process is accepted in India by the Companies Act, 2013 and for the
company to get merge with another company, it is important, for the company to follow
the procedure explained in the same Companies Act, 2013. When the company acquires
merger and acquisition it depends upon its planning and strategies whether they will
profitable or in losses.

12
NARASAGONDAR, M. (October 2016). Recent Mergers and Acquisition in Indian
Banking sector- A Study. Recent Mergers and Acquisition in Indian Banking Sector- A
Study, 3(10), 690-698. doi: OCTOBER 2016
 Sayyed, M. S., Devi, D. A., & Abdul, P. N. (December 2017) 13 STATED IN THE
STUDY GROWTH AND PERFORMANCE OF SYNDICATE BANK: A LEAD
BANK IN SELECTED DISTRICTS OF ANDHRA PRADESH. GROWTH AND
PERFORMANCE OF SYNDICATE BANK: A LEAD BANK IN SELECTED DISTRICTS
OF ANDHRA PRADESH. Indian Banks primarily look upon their business in attracting
deposits and other funds by paying interest and offering other financial services. In
order to assist the priority sectors, the Government has directed certain banks to act as a
“Lead Bank” at the district level to meet out their needs. The scheme has been
introduced with the objective of estimating the credit gaps; develop suitable credit
schemes to fill the credit gaps and to draw up the credit plans as development plans of
the district. The scheme mainly aimed at developing plans and programmers for the
development of banking and credit structure in the rural areas by adopting area
approach. Its main objective was removal of regional and sect oral imbalances
originally; the District was selected as the unit for development. The present study
pointed out the role of Lead Bank Scheme (LBS) is useful for the development of the
district especially in expansions of bank branches, growth and performance of deposits
and advances for the Syndicate Bank as a lead bank at major five districts of the
Andhra Pradesh state.

The Study Concluded Based on the analyses and findings of the study suggests that the
branch bank expansions of the Syndicate bank performance is well with compare the
other districts. It would observe that the bank is reached in growth of the first place in
other commercial banks were provided to explore the development of Lead bank
scheme. It would suggest that the government should introduce new schemes with
satisfaction of customers. And also launches the low interest rate and with high subsidy
rate. Lead Bank manager should give a wide range of the schemes to the located areas
then it focuses the farmers.

13
Sayyed, M. S., Devi, D. A., & Abdul, P. N. (December 2017). GROWTH AND
PERFORMANCE OF SYNDICATE BANK: A LEAD BANK IN SELECTED
DISTRICTS OF ANDHRA PRADESH. GROWTH AND PERFORMANCE OF
SYNDICATE BANK: A LEAD BANK IN SELECTED DISTRICTS OF ANDHRA
PRADESH, 5(4), 1947-1958. doi: DECEMBER 2017
 AGARWAL, N., & VYAS, D. A. (June 2018). 14 STATED IN THE STUDY Financial
Inclusion in India: A case study of Canara Bank. Financial Inclusion in India: A Case Study
of Canara Bank. In a country like India where approximately 70% of the total population
resides in rural areas, the concept of financial inclusion plays a crucial role in the overall
economic development of a country. The government of India along with RBI and other
financial institutions is constantly making efforts to ensure the access of basic financial
services to every individual of the country which is the ultimate motive of financial inclusion.
The purpose of this paper is to highlight the basic features of financial inclusion and also to
analysis the developments in the area of financial inclusion in India with special reference to
the initiatives taken by Canara Bank, one of the leading public sector banks of the nation.

The Study Concluded Financial inclusion is one of the many initiatives of the government to
promote equitable growth in the nation. In a country like India, having such vast and
geographically scattered population, financial inclusion definitely plays a crucial role in
reaching out to the weaker and deprived sections of the society and thus, ensuring
inclusive growth of the nation. Canara Bank is one of the many commercial banks who
are actively pursuing the agenda of Financial Inclusion. From the above statistics, it is
understood that the bank is striving towards a more inclusive growth by making
financial products and services available to financially excluded and marginalized
sections of the society. Despite the significant role played by the bank in the area
concerned, there is still scope for better performance and thereby yielding the desired
results.

14
AGARWAL, N., & VYAS, D. A. (June 2018). Financial Inclusion in India: A case
study of Canara Bank. Financial Inclusion in India: A Case Study of Canara Bank,
5(6), 562-570. doi: JUNE 2018
 RAMAKRISHNA, D. G., KAMESWARI, M., KUMAR, M. G., & KRISHNUDU,
D. C. (April 2012.)15 STATED IN THE STUDY EFFECTIVENESS OF TRAINING
AND DEVELOPMENT PROGRAMMES- A CASE STUDY OF CANARA BANK
EMPLOYEES IN KURNOOL DISTRICT. EFFECTIVENESS OF TRAINING AND
DEVELOPMENT PROGRAMMES- A CASE STUDY OF CANARA BANK
EMPLOYEES IN KURNOOL DISTRICT. In India the banking industry becoming more
competitive than ever, private and public sector banks are competing each other to
perform well. The executives of the bank are now in the position to modify their
traditional human resources practice in to innovative human resources practices in order
to meet the challenges from other competitive banks. The Human Resource
Development department has to play a more proactive role in shaping the employees to
fight out the challenges. The banks not only have to make plans and policies and devise
strategies, the actual functionaries have to show competence and effectiveness in
executing the said policies and strategies. In commercial organizations like banks, HRD
departments have the advantages of not being excessively burdened with day–to–day
problems of running the banks or ensuring profitability of individual transactions. They
are in positions to take strategic and long term view of the competitive advantage of the
human resources as well as identify areas of professional weaknesses to rectify well
before any damage takes place in the organization.

The Study Concluded in a study of this magnitude though, meticulous care has been taken
in each and every aspect of study. Certain limitations are likely to be there in the
study. 1. Some respondents were not aware of certain procedures and aspects of
HRM. 2. A few respondents were hesitant to give details. 3. There might be a sense of
bias crept in answers given by the respondents

15
RAMAKRISHNA, D. G., KAMESWARI, M., KUMAR, M. G., & KRISHNUDU, D.
C. (April 2012). EFFECTIVENESS OF TRAINING AND DEVELOPMENT
PROGRAMMES- A CASE STUDY OF CANARA BANK EMPLOYEES IN
KURNOOL DISTRICT. EFFECTIVENESS OF TRAINING AND DEVELOPMENT
PROGRAMMES- A CASE STUDY OF CANARA BANK EMPLOYEES IN KURNOOL
DISTRICT,2(4), 149-162. doi: APRIL 2012
 SHIRALASHETTI, D. S., & POOJARI, L. N. (April 2016). 16 STATED IN THE
STUDY NON-PERFORMING ASSETS: A CASE STUDY OF SYNDICATE BANK.
NON-PERFORMING ASSETS: A CASE STUDY OF SYNDICATE BANK. The banking
sectors are act as catalyst in achieving rapid economic development of a country. They
act as an intermediary to mobilize the excess fund of surplus sectors to provide
necessary finance to those sectors, which are needed to promote for the sound
development of the economy. The sound financial position of a bank depends upon the
recovery of loans or its level of Non-performing assets (NPAs). Therefore the study of
non-performing assets of Banks assumes a great importance in a developing economy.
The present study is on Non-Performing assets: A case study of Syndicate Bank over
the period of five years (2011-2015). The research paper is based on the secondary
data. The collected data is analyzed using mean, percentage. Regression, Student t-test
and one way An ova test. The study concluded that NPAs are draining the capital of the
banks and weakening their financial strength. Management of non-performing assets is
a difficult task for every bank in the banking industry. Willful defaults, improper
processing of loan proposals, poor monitoring and so on are the causes for accounts
becoming NPAs. Therefore, banks must take more care in avoiding any account
becoming NPA by taking proper preventive measures in an efficient manner.

The Study Concluded NPAs are draining the capital of the banks and weakening their
financial strength. It is also as much a political and a financial issue. The banks and
financial institutions should be more proactive to adopt a pragmatic and structured non-
performing assets management policy where prevention of non-performance assets
receives priority. Therefore, banks must take more care in avoiding any account
becoming NPA by taking proper Comparative Study of Commercial &preventive
measures in an efficient manner.

BANERJEE, M. (April 2018).17 STATED IN THE STUDY A study of Agricultural credit

by Commercial Banks in India: A case study of Canara Bank. A Study of Agricultural Credit

16
SHIRALASHETTI, D. S., & POOJARI, L. N. (April 2016). NON-PERFORMING
ASSETS: A CASE STUDY OF SYNDICATE BANK. NON-PERFORMING ASSETS:
A CASE STUDY OF SYNDICATE BANK, 8(10), 87-92. doi: APRIL 2016
by Commercial Banks in India: A Case Study of Canara Bank. Agricultural credit possesses
its usefulness to the farmers, lenders and extension workers. It is an important prerequisite for
agricultural growth. It is considered as one of the most basic inputs for conducting all
agricultural development programmers. Agricultural policies have been reviewed from time
to time to provide adequate and timely availability of finance to this sector. The economic
principles of farm financial management facilitate in obtaining control over capital and its
efficient use. The investment analysis pertaining to income, repayment capacity and risk
bearing ability determine the amount of capital a farm business can profitably and safely use.
Hence, the farmer can determine his credit worthiness and can put forth his loan application
with confidence to lender. The present study is an attempt to analyse the agriculture credit by
commercial banks. This study is based on secondary data. The analysis was made by the
application of trend analysis. Major finding of the study is that agriculture credit by Canara
Bank has increased to reach the target which given by RBI.

The Study Concluded The study reveals that the bank credit in India to agriculture sector has
been increased during the study period. The credit provided by the bank has increased
its advances. But an effort has to be taken by bank to reduce its outstanding, so that the
recovered bank credit should be pumped into agriculture sector for its growth.

17
BANERJEE, M. (April 2018). A study of Agricultural credit by Commercial Banks in
India: A case study of Canara Bank. A Study of Agricultural Credit by Commercial
Banks in India: A Case Study of Canara Bank (2(2)), 99-101. doi: APRIL 2018
 SUBHASHREE, K., & KANNAPPAN, M. (2018)18 STATED IN THE STUDY
Merger and Acquisition in Banking Industry. Merger and Acquisition in Banking
Industry Mergers and acquisitions are the important process in the banking industry to
make financial gains enormously. Main aim of merger and acquisition in the banking
sectors is to improve the economies of scale. A merger means combination of two
companies into one company. During the merging process one company survives and
the other company loses their corporate existence. On the other hand acquisition means
takeover. Mergers and acquisitions are these days’ common choices for business
survival and development. They imply the difference of enterprises to new conditions
being one in every of them, the mixing of the enterprises concerned within the deal.
That integration is achieved through strategic actions in structure processes and
structures, in addition as through the management of the subjective conditions that
support human performance. One in every of these conditions is that the individual and
team identities. The identity plays a vital mediating role within the adaptation and
integration as a result of the mutual acknowledgment of the self and therefore the
different in any social interaction has the facility to influence the social interaction.
Mergers and acquisition bank not only gets new brand name, new structures, product
offerings but additionally give opportunities to cross sell the new accounts acquired.
The process of mergers and acquisition is not new in the banking industry. This paper
deals with the mergers and acquisitions, types of merger, legal framework, approval of
Reserve Bank of India and historical perspectives of banks M&A, impact of mergers
and acquisition in banking industry.

The Study Concluded the concept of merger and acquisition between two or more companies
can turn out to be a successful merger and acquisition. The merging and the acquisition
process is accepted in India by the Companies Act, 2013 and for the company to get
merge with another company, it is important, for the company to follow the procedure
explained in the same Companies Act, 2013. When the company acquire merger and

18
SUBHASHREE, K., & KANNAPPAN, M. (2018). Merger and Acquisition in
Banking Industry. Merger and Acquisition in Banking Industry, 119(17), 1009-1022.
doi:2018
 acquisition it depends upon its planning and strategies whether they will profitable or in
losses.

REDDY, S., & SRUJANA, P. (April 2019) 19 STATED IN THE STUDY A STUDY
ON NON- PERFORMING ASSET IN SYNDICATE BANK. A STUDY ON NON-
PERFORMING ASSET IN SYNDICATE BANK .The objective of our study is to find
out the banking sector. Which is have has higher NPA is(Indian banking sector has
been facing so many year issue regarding the increasing level of nonperforming
public/private sector bank)The banking sector acts as catalyst in achieving rapid
economic development of a country, the sound financial position of a depend upon the
recovery of loans are its levels of non-performing assets (NPA’s). The research paper is
based on the secondary data. The management of NPA is difficult task for every
banking industry.

The Study Concluded NPA’s are during the capital of the banks and weakening their
financial strength. It is additionally the maximum amount a political and a money issue.
The banks and financial institutions should be more proactive to adopt a pragmatic and
structure non-performing assets management policy where prevention of non-
performance assets receiving priority. Therefore, banks must be take more care in
avoiding any account becoming NPAs by taking proper preventive measure in an
efficient manner.

19
REDDY, S., & SRUJANA, P. (April 2019). A STUDY ON NON- PERFORMING
ASSET IN SYNDICATE BANK. A STUDY ON NON- PERFORMING ASSET IN
SYNDICATE BANK, VIII (V), 2048-2053. doi: APRIL 2019
 TIWARI, D. S. (august 2011)20 STATED IN THE STUDY MERGERS OF BANKS:
SOME ISSUES AND CHALLENGES. MERGERS OF BANKS: SOME ISSUES AND
CHALLENGES. Consolidation through mergers, takeover and acquisitions has drawn
attention of financial world in the recent post. Narasingham Committee
recommendations and BASEL conventions have also propagated the need of mergers
and consolidations of banking industry to bring synergic consequences. Mergers are not
very new phenomenon world, wide but in India the speed with which it has taken entry
into the Indian banking is sufficient to raise doubts about need, implications, issues and
synergy in the financial system. Should Indian banking take experience from the past?
Should there be different models of consolidation of banking in Indian context? What
will happen to beautiful small banks when big fishes gut their shares? This paper is a
small attempt to peep into some important dimensions and issues in the post-merger
regime of banking system in India. These issues may vary from financial restructuring
to human resource to IT consolidation etc. Will human face of banking disappear after
merger with an objective of synergy in operations and bringing financial strength?
There are some issues, questions and challenges which need to be addressed in an
inevitable environment of imminent reality of banking mergers in India.

The Study Concluded Credit, Capital and Consolidation are three dimensions in the new
banking regime which is imminent in India. With the introduction of financial service
convergence and competitions from outside and within, it is quite justifiable that to
bring a sound transparent, efficient, and effective and culture friendly banking practices
should be on the anvil of the government as well as policy makers. The post-merger
implications of bank on customers, society, culture, stakeholders, employees,
productivity, profitability and technology in Indian context are still debatable and
researchable issue.

20
TIWARI, D. S. (august 2011). MERGERS OF BANKS: SOME ISSUES AND
CHALLENGES. MERGERS OF BANKS: SOME ISSUES AND CHALLENGES, 1(4),
51-59. doi: AUGUST 2011
 CHAPTER IV

OVERVIEW OF SYNDICATE BANK AND CANARA BANK

4.1 SYNDICATE BANK

4.1.1INTRODUCTION

4.1.2 HISTORY

4.1.3 BUSINESS

4.1.4 PRODUCT AND SERVICES

4.1.5 FEATURES

4.2 CANARA BANK

4.2.1 INTRODUCTION

4.2.2 HISTORY

4.2.3 OVERSEAS SUBSIDIARIES, BRANCHES AND OFFICE

4.2.4 EMPOWER
4.1 SYNDICATE BANK

4.1.1 INTRODUCTION

Syndicate Bank was one of the oldest and major commercial banks of India. It was founded
by Upendra Ananth Pai, T. M. A. Pai and Vaman Srinivas Kudva. At the time of its
establishment, the bank was known as Canara Industrial and Banking Syndicate Limited. The
bank, along with 13 major commercial banks of India, was nationalised on 19 July 1969, by
the Government of India. The Bank was headquartered in the university town of Manipal,
India. On 1st April 2020, the bank was merged into Canara Bank. Syndicate Bank has eight
Zone Offices (ZO) for administration and business purpose. The ZOs are
in Bangalore, Chennai, Delhi, Hyderabad, Kolkata, Lucknow, Mumbai, and Manipal.
The Bank has 60 Regional Offices (RO) that ensure smooth functioning and control business
operations in the various regions of the country. The regional offices are headed by
an AGM, DGM cadre. Syndicate Bank has a strong presence across India. The bank
has 3952 Brick and Mortar Branches including an overseas Branch in London, 12 extension
counters, and 37 satellite offices as of July 2017.

4.1.2 HISTORY

Syndicate Bank was founded in 1925 under the name 'Canara Industrial and Banking
Syndicate' in Udupi, Karnataka with seed capital of Rs.8000. It was established by three
visionaries Sri Upendra Ananth Pai, a businessman, Sri Vaman Kudva, an engineer and Dr.T
M A Pai, a physician with an intention to provide financial support to the local weavers.
Under its Pigmy Deposit Scheme started in 1928, the bank used to collect 2 annas daily at the
doorsteps of the depositors through its Agents. Much later in 1963 the name was changed to
Syndicate Bank.

4.1.3 BUSINESS
The bank is engaged in following business:
Personal Banking– Under this segment it offers banking products and services for age groups
starting from children to senior citizen. It offers saving accounts, deposit scheme, current
accounts, personal loans, housing loans, cash etc.
 Agricultural Banking– With an objective to cater agricultural population, it has introduce
many products and services to cater their requirements. It offers various kinds of loans such
as tractor loans, loans to repay debts and many more other services.
Corporates banking– It caters services from large corporates to small and medium
enterprises. The bank provides cash management services, loans, RTGS, etc.
NRI Banking–It also caters its products and services to NRI clients such as remittances
services, western union money transfer, loans against term deposit, currency exchange etc.

4.1.4 PRODUCT AND SERVICES

ASBA: Syndicate Bank introduced a new hassle free solution for investment in Public
Issues  and Rights Issue called Application Supported by Blocked Amount (Syndicate
ASBA) as per the SEBI guidelines. Unlike the current system of applying in IPOs using
cheques, where the funds are blocked unproductively as application money till the
finalisation of the allotment/bid. Under ASBA the funds will continue to earn interest during
the application processing period  as application money remains blocked in account till
allotment. Account will be debited only successful allotment. This facility is also available
for rights issue and new fund offers (NFO) of mutual funds.

4.1.5 FEATURES

 Fast remittance facility – Credit is afforded within 24 hours.

 Any number of remittances per day is permitted.
 Amount is directly credited to beneficiary account.
 Scope for frauds involving processing of paper instruments is absent.
Built in security.
National Electronic Funds Transfer (NEFT) System
National Electronic Funds Transfer is a nation, wide transfer of funds from any bank branch
to any other bank branch. The beneficiary gets the credit on the same day or the next day
depending on the time of settlement. The essential information that the remitting customer
has to furnish is:
 Beneficiary details such as beneficiary name and account number.
 Name and IFSC of the beneficiary bank branch.
 Remitter’s mobile number or e–mail address.
The bank also offers NRI Services, E Banking Services.
4.2 CANARA BANK

4.2.1 INTRODUCTION TO CANARA BANK

Canara Bank is one of the largest Indian government owned banks under

the ownership of Ministry of Finance , Government of India . It is headquartered
in Bengaluru. It was established at Mangalore in 1906 by Ammembal Subba Rao Pai and
later the government nationalized the bank in 1969. The bank also has offices abroad
in London, Hong Kong, Moscow, Shanghai, Dubai, Tanzania and New York. As per the
announcement made by the Finance Minister Nirmala Sitharaman on 30 August
2019, Manipal based Syndicate Bank merged with Canara bank on 1 April 2020, making it
the fourth largest bank in the country.

4.2.2 HISTORY

Ammembal Subba Rao Pai, a philanthropist, established the Canara Hindu Permanent

Fund in Mangalore, India, on 1 July 1906. The bank changed its name to Canara Bank
Limited in 1910 when it incorporated.

Canara Bank's first acquisition took place in 1961 when it acquired Bank of Kerala. This had
been founded in September 1944 and at the time of its acquisition on 20 May 1961 had three
branches. The second bank that Canara Bank acquired was Seasia Midland Bank (Alleppey),
which had been established on 26 July 1930 and had seven branches at the time of its
takeover. In 1958, the Reserve Bank of India had ordered Canara Bank to acquire G.
Raghumathmul Bank, in Hyderabad. This bank had been established in 1870, and had
converted to a limited company in 1925. At the time of the acquisition G. Raghumathmul
Bank had five branches. The merger took effect in 1961. Later in 1961, Canara Bank
acquired Trivandrum Permanent Bank. This had been founded on 7 February 1899 and had
14 branches at the time of the merger. Next, Canara Bank acquired four banks in 1963: the
Sree Poornathrayeesa Vilasam Bank, Thrippunithura, Arnad Bank, Tiruchirapalli, Cochin
Commercial Bank, Cochin, and Pandyan Bank, Madurai. Sree Poornathrayeesa Vilasam
Bank had been established on 21 February 1923 and at the time of its acquisition it had 14
branches. Arnad Bank had been established on 23 December 1942 and at the time of its
acquisition had only one branch. Cochin Commercial Bank had been established on 3 January
1936, and at the time of its acquisition had 13 branches. The Government of India
nationalised Canara Bank, along with 13 other major commercial banks of India, on 19 July
1969. In 1976, Canara Bank inaugurated its 1000th branch. In 1985, Canara Bank acquired
Lakshmi Commercial Bank in a rescue. This brought Canara Bank some 230 branches in
northern India. In 1996, Canara Bank became the first Indian Bank to get ISO certification
for "Total Branch Banking" for its Seshadripuram branch in Bangalore. Canara Bank has now
stopped opting for ISO certification of branches.

4.2.3 OVERSEAS SUBSIDIARIES, BRANCHES AND OFFICE

Canara Bank established its international division in 1976. In 1983, Canara Bank opened its
first overseas office, a branch in London. Two years later, Canara Bank established a
subsidiary in Hong Kong, Indo Hong Kong International Finance. In 2008–9, Canara Bank
opened its third foreign operation, this one a branch in Shanghai. Later Canara Bank
established a branch each in Leicester and Bahrain, and converted its Hong Kong subsidiary
into a branch.  It also has a representative office in Sharjah. Together with State Bank of
India, Canara Bank established a joint venture in Moscow, Commercial Bank of India LLC.
Canara Bank provides the general manager and the branch managers for Al Razouki Intl
Exchange Co (LLC), which a number of business leaders and non-resident Indians
(NRIs) established in 1981 in the United Arab Emirates to facilitate remittances to India by
tourists and NRIs.

Since 1983, Canara Bank has been responsible for the management of Eastern Exchange Co.
WLL, Doha, Qatar, which Abdul Rahman M.M. Al Muftah established in 1979.  Canara
Bank opened its seventh overseas branch in New York, United States on 10 June 2014.

4.2.4 EMPOWER

Canara Bank offers Unified Payment Interface (UPI) app named “empower”. This app
empowers Canara Bank and other Bank customers to perform pay and collect transactions
using a single mobile app. On 19 November 2017, it launched Canarites (Candi) app, a digital
library, a field recovery mobile app, a retail loan (vehicle) – tracking system, and a regulatory
guidance tracking system.

On 7 May 2020, Bhanu Srivastav from Canara Bank, partnered with NGOs to donate all his
royalty proceeds for the betterment of needy children. He is working at Canara Bank Head
Office, in Human Resource Department and a bestselling author of novel 'Hacker 404
Happiness not found'.
 CHAPTER V

DATA ANALYSIS AND INTERPRETATION

5.1 INTRODUCTION

5.2 GENDER

5.3 AGE RESPONDENT

5.4 OCCUPATION

5.5 MARITAL STATUS

5.6 ANNUAL INCOME

5.7 IN WHICH BANK DO YOU HAVE ACCOUNT

5.8 HOW LONG DO YOU HAVE AN ACCOUNT IN THESE BANKS

5.9 WHAT KIND OF ACCOUNT DO YOU MAINTAIN IN SYNDICATE BANK

5.10 WHAT KIND OF ACCOUNT DO YOU MAINTAIN IN CANARA BANK

5.11 DO YOU AGREE WITH THAT COMBINATION INVOLVING THE

ABSORPTION OF ONE FIRM BY ANOTHER IS MERGER

5.12 DO YOU KNOW THAT SYNDICATE BANK AND CANARA BANK HAVE
BEEN MERGED

5.13 DO YOU AGREE THAT WHEN COMPANY GAINES A LARGER MARKET

SHARE AND GETS AHEAD IN THE COMPETITIION

5.14 ARE YOU AWARE THAT MERGERS ARE GOOD FOR COSTOMERS

5.15 DID YOU FACE ANY PROBLEM DURING THE MERGER OF THE BANK

5.16 DO YOU THINK, IF I HAVE AN ACCOUNT WITH SYNDICATE BANK WILL

I BE ABEL TO TRANSACT AT CANARA BANK BRANCH AND VICE VERSA?

5.17 ARE YOU AWARE OF THE DIFFERENT SERVICES OFFERED BY BANK

AFTER MERGING OF SYNDICATE BANK AND CANARA BANK

5.18 DO YOU KNOW DIFFERENT TYPES OF GENERAL INSURANCE

PROVIDED BY CANARA BANK

5.19 DO YOU KNOW DIFFERENT TYPES OF GENERAL INSURANCE

PROVIDED BY SYNDICATE BANK
5.20 IN WHICH WAY DO YOU PREFER TO CONDUCT YOUR TRANSACTION

5.21 ARE THERE ANY CHANGES IN TRANSACTION DUE TO MERGER

5.22 ARE YOU AWARE THAT THE MERGER OF BANK HAS INCREASED
PRODUCT AVALIABILITY

5.23 HAVE YOU EVER FACES ISSUES WITH CASH WITHDRAWAL DURING
THE MERGER PROCESS

5.24 AFTER THIS MERGER HAVE YOU EVER FELT INSECURE ABOUT YOUR
SAVING OR MONEY

5.25 HAVE YOU EVER FELT ANY CHANGES IN BANKING SERVICES DUE TO
MERGER

5.26 AFTER MERGING DO YOU THINK THE INTEREST RATE WILL INCREASE
OR DECREASE

5.27 ARE YOU AWARE THAT THE IFSC CODE OF YOUR BANK HAS CHANGED

5.28 HAVE YOU UPDATED YOUR FIXED DEPOSITE RECEIPT WITH NEW
ACCOUNT DETAILS

5.29 AFTER MERGING THE BANK HAVE YOU UPDATED YOUR PASSBOOK
AND CHEQUE BOOK

5.30 DO YOU THINK MERGER WILL BE BENEFICAL TO THE BANKS

5.1 INRTODUCTION

 Data collection is the process of gathering and measuring information on variables of

interest, in an established systematic fashion that enables one to answer stated research
questions, test hypotheses, and evaluate outcomes. Data collection is defined as the procedure
of collecting, measuring and analysing accurate insights for research using standard validated
techniques. By now, it should be abundantly clear that behavioural research involves the
collection of data and that there are a variety of ways to do so. For example, if we wanted to
measure aggressive behaviour in children, we could collect those data by observing children
with our eyes, by using equipment to measure the force with which they hit an object, by
examining juvenile crime records, by surveying parents and teachers, by interviewing parents
and teachers, or by administering an aggression scale to children. This is just a sample of the
methods that are possible; we are sure that you could imagine many others. However, these
examples do illustrate several distinctly different methods that can be used to collect data. As
with most research design techniques, each method has advantages and limitations. Perhaps
the most interesting and challenging of these is the method of observation. (In a sense, all of
behavioural research is based upon observation. What we describe here is a specific kind of
observational procedure.) Historically, behavioural research has relied heavily on this
method, and it will undoubtedly continue to be a primary method for gathering behavioural
data. Let’s begin this chapter by discussing the nature of observations, the ways to make
observations, and the reliability of observations. Following this discussion, we will turn to
other methods illustrated by the examples above.

5.2 GENDER

The tabular and graphical presentation of data is presented below.

TABLE: 5.2.

GENDER NO.OF CANARA SYNDICATE PERCENTAGE

RESPONDENTS BANK BANK
MALE 16 12 4 40%
FEMALE 24 18 6 60%
TOTAL 40 30 10 100%
SOURCES: Compiled from questionnaire.
 GRAPH 5.2

GENDER

5000%
4500%
4500%

4000%

3500%
3000%
3000%

2500%

2000%
1500%
1500%
1000%
1000%

500%

0%
male female

CANARA BANK SYNDICATE BANK

The above table and graph 5.2 reveals that the canara bank comprise of 30% (12) respondents
of male which is more as compared to syndicate bank 10% (4) respondents Similarly the
female count of canara bank is 45% (18) respondents which higher than the syndicate bank
female count 15% (6) respondents.

Hence the majority of the respondents belong from the male of canara bank i.e. 12
respondents (30%).

5.3 RESPONDENT AGE.

The tabular and graphical presentation of data is presented below.

TABLE 5.3

NO. OF CANARA SYNDICATE PERCENTAGE

RESPONDENT BANK BANK
BELOW 20 10 24 6 25%
20 - 30 30 6 4 75%
TOTAL 40 30 10 100
SOURCE: Compiled from questionnaire.
 GRAPH 5.3

AGE
7000%

6000%
6000%

5000%

4000%

3000%

2000%
1500% 1500%
1000%
1000%

0%
Below 20 20 -30

CANARA BANK SYNDICATE BANK

The above table and graph 5.3 reveals that the canara bank comprise of 60% i.e. (24)
respondents from below 20 which is more as compared to syndicate bank 15% i.e. (6)
respondents. Similarly the 20 to 30 years of age of canara bank is a 15% i.e. (6) respondent
which is higher than the syndicate bank 10% i.e. (4) respondents.

Hence the majority of the respondents belong from the age group of below 20 i.e. 24
respondents (60%).

5.4 OCCUPATION

The tabular and graphical presentation of data is presented below

TABLE 5.4

OCUPATION NO. OF CANAR SYNDICAT PERCENTAGE

RESPONDENTS A BANK E BANK
STUDENT 36 28 8 90%
EMPOYEE 4 2 2 10%
TOTAL 40 30 10 100
Sources: Compiled from questionnaire.

GRAPH 5.4

OCUPATION
 8000%
7000%
7000%

6000%

5000%

4000%

3000%
2000%
2000%

1000%
500% 500%

0%
STUDENTS EMOLOYEE

CANARA BANK SYNDICATE BANK

The above table and graph 5.4 reveals that the canara bank comprise of 70% (28)
respondents of students which is more as compared to syndicate bank 20% (8) respondents
Similarly the employee count of canara bank is 5% (2) respondents which equal to the
syndicate bank employee count 5% (2) respondents.

Hence the majority of the respondents belong from canara bank from the group of students
i.e. 28 respondents (70%).

5.5 MARITAL STATUS

The tabular and graphical presentation of data is presented below.

Table 5.5

MARITAL STATUS

MARITAL NO. OF CANAR SYNDICAT PERCENTAGE

STATUS RESPONDENTS A BANK E BANK
MARRIED 6 4 2 15%
UNMARRIED 34 18 16 85%
TOTAL 40 22 18 100
SOURCE: Compiled from questionnaire.

GRAPH 5.5
 MARITAL STATUS
5000%
4500%
4500%
4000%
4000%

3500%

3000%

2500%

2000%

1500%
1000%
1000%
500%
500%

0%
MARRIED UNMARRIED

CANARA BANK SYNDICATE BANK

The above table and graph 5.5 reveals that the canara bank comprise of 45% (18) respondents
of unmarried which is more as compared to syndicate bank 40% (16) respondents. Similarly
the married count of canara bank is 10% (4) respondents which higher than the syndicate
bank married count 5% (2) respondents.

Hence the majority of the respondents belong from canara bank from the group of unmarried
i.e. 18 respondents (45%).

5.6 ANNUAL INCOME

The tabular and graphical presentation of data is presented below.

Table 5.6

ANNUAL INCOME

ANNUAL NO. OF CANAR SYNDICAT PERCENTAGE

INCOME RESPONDENT A BANK E BANK
BELOW 1 24 16 8 60%
LAKH
1 TO 5 LAKH 12 8 4 30%
ABOVE 5 4 2 2 10%
LAKH
TOTAL 40 26 14 100
SOURCE: Compiled from questionnaire.

GRAPH 5.6
 4500%
4000%
4000%

3500%

3000%

2500%
2000% 2000%
2000%

1500%
1000%
1000%
500% 500%
500%

0%
BELOW 1 LAKH 1 - 5 LAKH ABOVE 5 LAKH

CANARA BANK SYNDICATE BANK

The above table and graph 5.6 reveals that the canara bank comprise of 40% (16) respondents
of below 1 lakh which is more as compared to syndicate bank 20% (8) respondents Similarly
the 1 to 5 lakh count of canara bank is 20% (8) respondents which higher than the syndicate
bank count 10% (4) respondents. The above 5 lakh count of Canara Bank is 5 % (2) response
is equal to Syndicate bank 5% to response.

Hence the majority of the respondents belong from Canara Bank from the group of below 1
lakh i.e. 16 respondents (40%).

5.7 IN WHICH BANK DO YOU HAVE AN ACCOUNT

The tabular and graphical presentation of data is presented below

Table 5.7

In which bank do you have an account?

GENDER NO.OF CANARA SYNDICATE PERCENTAGE

RESPONDENTS BANK BANK
MALE 16 12 4 40%
FEMALE 24 18 6 60%
TOTAL 40 30 10 100%

SOURCE: Compiled from questionnaire.

 GRAPH 5.7

5000%
4500%
4500%

4000%

3500%
3000%
3000%

2500%

2000%
1500%
1500%
1000%
1000%

500%

0%
male female

CANARA BANK SYNDICATE BANK

The above table and graph 5.7 reveals that the canara bank comprise of 30% (12) respondents
of male which is more as compared to syndicate bank 10% (4) respondents Similarly the
female count of canara bank is 45% (18) respondents which higher than the syndicate bank
female count 15% (6) respondents.

Hence the majority of the respondents belong from male of canara bank from the group of
male i.e. 12 respondents (30%).

5.8 HOW LONG DO YOU HAVE AN ACCOUNT IN THESE BANKS

The tabular and graphical presentation of data is presented below

Table 5.8

How long do you have an account in these banks?

YEARS NO. OF CANAR SYNDICAT PERCENTAGE

RESPONDENTS A BANK E BANK
LESS THAN 1 12 8 4 30%
YEAR
1 TO 4 YEARS 18 12 6 45%
MORE THAN 10 6 4 25%
5 YEARS
TOTAL 40 26 14 100
SOURCE: Compiled from questionnaire.

GRAPH 5.8

3500%

3000%
3000%

2500%

2000%
2000%

1500% 1500%
1500%

1000% 1000%
1000%

500%

0%
LESS THAN 1 YEAR 1 - 4 YEAR MORE THAN 4 YEAR

CANARA BANK SYNDICATE BANK

The above table and graph 5.8 reveals that the canara bank comprise of 20% (8) respondents
are of less than 1 year which is more as compared to syndicate bank 10% (4) respondents
Similarly the 1 to 4 year count of canara bank is 30% (12) respondents which higher than the
syndicate bank female count 15% (6) respondents. Similarly more than 4 year count of canara
bank is 15% (6) which is more than syndicate bank 10% (4) respondents.

Hence the majority of the respondents belong from the less than 1 year of canara bank i.e. 8
respondents (20%).

5.9 WHAT KIND OF ACCOUNT DO YOU MAINTAIN IN SYNDICATE BANK

The tabular and graphical presentation of data is presented below

Table 5.9

What kind of account do you maintain in syndicate bank

ACCOUNT NO. OF RESPONDENTS PERCENTAGE

SAVING ACCOUNT 38 95%

 CURRENT ACCOUNT 1 2.5%

LOAN ACCOUNT 1 2.5%

TOTAL 40 100%
SOURCE: Compiled from questionnaire.

GRAPH 5.9

10000% 9500.0%
9000%

8000%

7000%

6000%

5000%

4000%

3000%

2000%

1000%
250.0% 250.0%
0%
SAVING ACCOUNT CURRENT ACCOUNT LOAN ACCOUNT

SYNDICATE BANK

The above table and graph 5.9 reveals that the majority of respondents are from the group of
saving account i.e. 38 respondents (95%), 2.5 per cent of respondents belongs from the group
of current account i.e. 1 respondents, 2.5 per cent of respondents belongs from the loan
account i.e. 1 respondent.

Hence the majority of the respondents belong from the group of saving account i.e. 38
respondents (95%).
5.10. WHAT KIND OF ACCOUNT DO YOU MAINTAIN IN A CANARA BANK

The tabular and graphical presentation of data is presented below

Table 5.10

WHAT KIND OF ACCOUNT DO YOU MAINTAIN IN A CANARA BANK

ACCOUNT NO. OF CANARA BANK

RESPONDENTS PERCENTAGE
SAVING 33 82.5%
ACCOUNT
CURRENT 4 10%
ACCOUNT
DEMAT 3 7.5%
ACCOUNT
TOTAL 40 100
SOURCE: Compiled from questionnaire.

GRAPH 5.10

90%
82.5%
80%

70%

60%
PERCENTAGE

50%

40%

30%

20%
10%
10% 7.5%

0%
Saving Account Current Account Demat Account

TYPE OF ACCOUNT IN CANARA BANK

The above table and graph 5.10 reveals that the majority of respondents are from the group
of saving account i.e. 33 respondents (82.5%), 10 per cent of respondents belongs from the
group of current account i.e. 4 respondents, 7.5 per cent of respondents belongs from the
demat account i.e. 3 respondents.

Hence the majority of the respondents belong from the group of saving account i.e. 33
respondents (82.5%).

5.11 DO YOU AGREE WITH THAT COMBINATION INVOLVING THE

ABSORPTION OF ONE FIRM BY ANOTHER IS MERGER

The tabular and graphical presentation of data is presented below

Table 5.11

DO YOU AGREE WITH THAT COMBINATION INVOLVING THE ABSORPTION

OF ONE FIRM BY ANOTHER IS MERGER

DO YOU AGREE NO. OF CANAR SYNDICAT PERCENTAGE

WITH THAT RESPONDENTS A BANK E BANK
COMBINATION
INVOLVING THE
ABSORPTION
OF ONE FIRM BY
ANOTHER IS
MERGER
STRONGLY 3 2 2 10%
AGREE

DISAGREE 2 2 2 10%
NEUTRAL 14 8 4 30%
AGREE 20 10 8 45%
STRONGLY 1 2 - 5%
DISAGREE
TOTAL 40 24 16 100
SOURCE: Compiled from questionnaire.

GRAPH 5.11
 3000%

2500%
2500%

2000% 2000%
2000%

1500%

1000%
1000%

500% 500% 500% 500% 500%

500%

0%
0%
STRONGLY DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE

CANARA BANK SYNDICATE BANK

The above table and graph 5.11 reveals that the canara bank comprise of 25% (10)
respondents of agree which is more as compared to syndicate bank 20% (8) respondents
Similarly the neutral count of canara bank is 20% (8) respondents which higher than the
syndicate bank neutral count 10% (4) respondents. Similarly the disagree count of canara
bank and syndicate is 5% (2) respectively. Similarly strongly disagree of canara bank is equal
to syndicate bank 5% (2) respondents. Strongly disagree of canara bank is 5 % (2)
respondents.

Hence the majority of the respondents belongs from the agree of canara bank i.e. 10
respondents (25%).

5.12 DO YOU KNOW THAT SYNDICATE BANK AND CANARA BANK HAVE
BEEN MERGED

The tabular and graphical presentation of data is presented below.

Table 5.12

DO YOU KNOW THAT SYNDICATE BANK AND CANARA BANK HAVE BEEN
MERGED
DO YOU KNOW NO. OF CANARA SYNDICATE PERCENTAGE
THAT RESPONDENTS BANK BANK
SYNDICATE
BANK AND
CANARA BANK
HAVE BEEN
MERGED
YES 20 12 8 50%
NO 8 4 4 20%
MAYBE 12 8 4 30%
TOTAL 40 24 16 100
SOURCE: Compiled from questionnaire.

GRAPH 5.12

3500%

3000%
3000%

2500%

2000% 2000%
2000%

1500%

1000%1000% 1000%
1000%

500%

0%
YES NO MAYBE

CANARA BANK SYNDICATE BANK

The above table and graph 5.12 reveals that the canara bank comprise of 30% (12)
respondents of yes which is more as compared to syndicate bank 20% (8) respondents
Similarly the no count of canara bank is 10% (4) respondents which is equal to the syndicate
bank female count 10% (4) respondents. The maybe count of canara bank is 20% (8) which is
more as compared to syndicate bank 10% (4) respondents.

Hence the majority of the respondents belong from the, group of yes from canara bank i.e.
12 respondents (30%).
5.13 DO YOU AGREE THAT WHEN COMPANY GAINES A LARGER MARKET
SHARE AND GETS AHEAD IN THE COMPETITIION

The tabular and graphical presentation of data is presented below.

Table 5.13

DO YOU AGREE THAT WHEN COMPANY GAINES A LARGER MARKET SHARE

AND GETS AHEAD IN THE COMPETITIION

DO YOU AGREE NO. OF CANAR SYNDICATE PERCENTAGE

THAT WHEN RESPONDENTS A BANK BANK
COMPANY
GAINES A
LARGER
MARKET SHARE
AND GETS
AHEAD IN THE
COMPETITIION
STRONGLY 4 2 2 10%
DISAGREE
DISAGREE 6 4 2 15%
NEUTRAL 6 4 2 15%
AGREE 20 12 8 50%
STRONGLY 4 2 2 10%
DISAGREE
TOTAL 40 24 16 100
SOURCE: Compiled from questionnaire.

GRAPH 5.13
 3500%

3000%
3000%

2500%

2000%
2000%

1500%

1000% 1000%
1000%

500% 500% 500% 500% 500% 500%

500%

0%
STRONGLY DISAGREE NEUTRAL AGREE STRONGLY AGREE
DISAGREE

CANARA BANK SYNDICATE BANK

The above table and graph 5.13 reveals that the canara bank comprise of 30% (12)
respondents of agree which is more as compared to syndicate bank 20% (8) respondents
Similarly the neutral count of canara bank is 10% (4) respondents which higher than the
syndicate bank neutral count 5% (2) respondents. Similarly the disagree count of canara bank
is 10% (4) respondents and which is more as compared to syndicate bank is 5% (2)
respondents. Similarly strongly disagree of canara bank is equal to syndicate bank 5% (2)
respondents. Strongly agree is equal to canara bank and syndicate bank is 5% (2)
respondents.

Hence the majority of the respondents belongs from the group of agree from canara bank i.e.
12 respondents (30%).

5.14 ARE YOU AWARE THAT MERGERS ARE GOOD FOR COSTOMERS

The tabular and graphical presentation of data is presented below

Table 5.14

ARE YOU AWARE THAT MERGERS ARE GOOD FOR COSTOMERS

ARE YOU NO. OF CANAR SYNDICAT PERCENTAGE

AWARE THAT RESPONDENTS A BANK E BANK
MERGERS ARE
GOOD FOR
COSTOMERS
YES 20 12 8 50%
NO 8 6 2 20%
NEUTRAL 12 8 4 30%
TOTAL 40 26 14 100
SOURCE: Compiled from questionnaire.

GRAPH 5.14
3500%

3000%
3000%

2500%

2000% 2000%
2000%

1500%
1500%

1000%
1000%

500%
500%

0%
YES NO NEUTRAL

CANARA BANK SYNDICATE BANK

The above table and graph 5.14 reveals that the canara bank comprise of 30% (12)
respondents of yes which is more as compared to syndicate bank 20% (8) respondents
Similarly the no count of canara bank is 15% (6) respondents which is more compared to the
syndicate bank count 5% (2) respondents. The neutral count of canara bank is 20% (8) which
is more as compared to syndicate bank 10% (4) respondents.

Hence the majority of the respondents belong from the group of Yes from canara bank i.e. 12
respondents (30%).

5.15 DID YOU FACE ANY PROBLEM DURING THE MERGER OF THE BANK

The tabular and graphical presentation of data is presented below

Table 5.15

DID YOU FACE ANY PROBLEM DURING THE MERGER OF THE BANK
DID YOU FACE NO. OF CANAR SYNDICATE PERCENTAGE
ANY PROBLEM RESPONDENTS A BANK BANK
DURING THE
MERGER OF
THE BANK
YES 12 8 4 30%
NO 20 12 8 50%
MAYBE 8 6 2 20%
TOTAL 40 26 14 100
SOURCE: Compiled from questionnaire.

GRAPH 5.15

3500%

3000%
3000%

2500%

2000% 2000%
2000%

1500%
1500%

1000%
1000%

500%
500%

0%
YES NO MAYBE

CANARA BANK SYNDICATE BANK

The above table and graph 5.15 reveals that the canara bank comprise of 30% (12)
respondents of no which is more as compared to syndicate bank 20% (8) respondents
Similarly the yes count of canara bank is 20% (8) respondents which is more as compared to
to the syndicate bank female count 10% (4) respondents. The maybe count of canara bank is
15% (6) which is more as compared to syndicate bank 5% (2) respondents.

Hence the majority of the respondents belong from the no of canara bank i.e. 12 respondents
(30%).

5.16 DO YOU THINK, IF I HAVE AN ACCOUNT WITH SYNDICATE BANK WILL

I BE ABEL TO TRANSACT AT CANARA BANK BRANCH AND VICE VERSA

The tabular and graphical presentation of data is presented below

 Table 5.16

DO YOU THINK, IF I HAVE AN ACCOUNT WITH SYNDICATE BANK WILL I BE

ABEL TO TRANSACT AT CANARA BANK BRANCH AND VICE VERSA

DO YOU N0. OF CANAR SYNDICAT PERCENTAGE

THINK, IF I RESPONDENTS A BANK E BANK
HAVE AN
ACCOUNT
WITH
SYNDICATE
BANK WILL I
BE ABEL TO
TRANSACT AT
CANARA BANK
BRANCH AND
VICE VERSA
AGREE 24 8 16 60%
DISAGREE 6 4 2 15%
MAYBE 10 8 2 25%
TOTAL 40 20 20 100
SOURCE: Compiled from questionnaire.

GRAPH 4.16

4500%
4000%
4000%

3500%

3000%

2500%
2000% 2000%
2000%

1500%
1000%
1000%
500% 500%
500%

0%
AGREE DISAGREE MAYBE

CANARA BANK SYNDICATE BANK

The above table and graph 5.16 reveals that the syndicate bank comprise of 40% (16)
respondents of agree which is more as compared to canara bank 20% (8) respondents
Similarly the disagree count of canara bank is 10% (4) respondents which is more as
compared to the syndicate bank female count 5% (2) respondents. The maybe count of canara
bank is 20% (8) which is more as compared to syndicate bank 5% (2) respondents.

Hence the majority of the respondents belong from the agree group of syndicate bank i.e. 16
respondents (40%).

5.17 ARE YOU AWARE OF THE DIFFERENT SERVICES OFFERED BY BANK

AFTER MERGING OF SYNDICATE BANK AND CANARA BANK

The tabular and graphical presentation of data is presented below

Table 5.17

ARE YOU AWARE OF THE DIFFERENT SERVICES OFFERED BY BANK AFTER

MERGING OF SYNDICATE BANK AND CANARA BANK

ARE YOU NO. OF CANAR SYNDICAT PERCENTAGE

AWARE OF RESPONDENTS A BANK E BANK
THE
DIFFERENT
SERVICES
OFFERED BY
BANK AFTER
MERGING OF
SYNDICATE
BANK AND
CANARA BANK
YES 18 12 6 45%
NO 14 8 6 35%
MAYBE 8 6 2 20%
TOTAL 40 26 14 100%
SOURCE: Compiled from questionnaire.

GRAPH 5.17
 3500%

3000%
3000%

2500%

2000%
2000%

1500% 1500% 1500%

1500%

1000%

500%
500%

0%
YES NO MAYBE

CANARA BANK SYNDICATE BANK

The above table and graph 5.17 reveals that the canara bank comprise of 30% (12)
respondents of yes which is more as compared to syndicate bank 15% (6) respondents
Similarly the no count of canara bank is 20% (8) respondents which is more as compared to
the syndicate bank female count 15% (6) respondents. The maybe count of canara bank is
15% (6) which is more as compared to syndicate bank 5% (2) respondents.

Hence the majority of the respondents belong from the group of Yes from canara bank i.e. 12
respondents (30%).

5.18 DO YOU KNOW DIFFERENT TYPES OF GENERAL INSURANCE

PROVIDED BY CANARA BANK

The tabular and graphical presentation of data is presented below

Table 5.18

DO YOU KNOW DIFFERENT TYPES OF GENERAL INSURANCE PROVIDED BY

CANARA BANK

DO YOU KNOW NO. OF PERCENTAGE

DIFFERENT TYPES RESPONDENTS
OF GENERAL
INSURANCE
PROVIDED BY
CANARA BANK
YES 18 45%
NO 16 40%
 MAYBE 6 15%
TOTAL 40 100
SOURCE: Compiled from questionnaire.

GRAPH 5.18

5000%
4500%
4500%
4000%
4000%

3500%

3000%

2500%

2000%
1500%
1500%

1000%

500%

0%
YES NO MAYBE

CANARA BANK

The above table and graph 5.18 reveals that the majority of respondents are from the group of
yes i.e. 18 respondents (45%), 40 per cent of respondents belongs from the group of no i.e. 16
respondents, 15 per cent of respondents belongs from the maybe i.e. 6 respondents.

Hence the majority of the respondents belong from the group of yes i.e. 18 respondents
(45%).

5.19 DO YOU KNOW DIFFERENT TYPES OF GENERAL INSURANCE

PROVIDED BY SYNDICATE BANK

The tabular and graphical presentation of data is presented below

Table 5.19

DO YOU KNOW DIFFERENT TYPES OF GENERAL INSURANCE PROVIDED BY

SYNDICATE BANK

DO YOU KNOW NO. OF PERCENTAGE

DIFFERENT TYPES RESPONDENTS
OF GENERAL
 INSURANCE
PROVIDED BY
SYNDICATE BANK
YES 12 30%
NO 20 50%
MAYBE 8 20%
TOTAL 40 100
SOURCE: Compiled from questionnaire.

GRAPH 5.19

6000%

5000%
5000%

4000%

3000%
3000%

2000%
2000%

1000%

0%
YES NO MAYBE

SYNDICATE BANK

The above table and graph 5.19 reveals that the majority of respondents are from the group of
no i.e. 12 respondents (30%), 50 per cent of respondents belongs from the group of yes i.e. 20
respondents, 20 per cent of respondents belongs from the maybe i.e. 8 respondents.

Hence the majority of the respondents belong from the group of no i.e. 12 respondents (30%).

520 IN WHICH WAY DO YOU PREFER TO CONDUCT YOUR TRANSACTION

The tabular and graphical presentation of data is presented below

Table 5.20

IN WHICH WAY DO YOU PREFER TO CONDUCT YOUR TRANSACTION

IN WHICH WAY NO. OF CANAR SYNDICATE PERCENTAGE

DO YOU PREFER RESPONDENTS A BANK BANK
TO CONDUCT
YOUR
TRANSACTION
ATM 10 6 4 25%
 MOBILE 26 16 10 65%
BANKING
OTHERS 4 2 2 10%
TOTAL 40 24 16 100
SOURCE: Compiled from questionnaire.

GRAPH 5.20

4500%
4000%
4000%

3500%

3000%
2500%
2500%

2000%
1500%
1500%
1000%
1000%
500% 500%
500%

0%
ATM MOBILE BANKING OTHERS

CANARA BANK SYNDICATE BANK

The above table and graph 5.20 reveals that the canara bank comprise of 40% (16)
respondents of Mobile banking which is more as compared to syndicate bank 25% (10)
respondents Similarly the ATM count of canara bank is 15% (6) respondents which is equal
to the syndicate bank female count 10% (4) respondents. The others count of canara bank is
5% (2) which are equal as compared to syndicate bank 5% (2) respondents.

Hence the majority of the respondents belong from the mobile banking of canara bank i.e. 16
respondents (40%).

5.21 ARE THERE ANY CHANGES IN TRANSACTION DUE TO MERGER

The tabular and graphical presentation of data is presented below

Table 5.21

ARE THERE ANY CHANGES IN TRANSACTION DUE TO MERGER

ARE THERE ANY NO. OF CANAR SYNDICATE PERCENTAGE

CHANGES IN RESPONDENTS A BANK BANK
 TRANSACTION
DUE TO MERGER
YES 14 6 8 35%
NO 10 6 4 25%
MAYBE 16 6 10 40%
TOTAL 40 18 22 100
SOURCE: Compiled from questionnaire.

GRAPH 5.21

3000%

2500%
2500%

2000%
2000%

1500% 1500% 1500%

1500%

1000%
1000%

500%

0%
YES NO MAYBE

CANARA BANK SYNDICATE BANK

The above table and graph 5.21 reveals that the syndicate bank comprise of 25% (10)
respondents of maybe which is more as compared to canara bank 15% (6) respondents
Similarly the yes count of syndicate bank is 20% (8) respondents which is more as compared
to the canara bank count 15% (6) respondents. The no count of canara bank is 15% (6) which
is more as compared to syndicate bank 10% (4) respondents.

Hence the majority of the respondents belong from the group yes of syndicate bank i.e. 10
respondents (25%).

5.22 ARE YOU AWARE THAT THE MERGER OF BANK HAS INCREASED
PRODUCT AVALIABILITY

The tabular and graphical presentation of data is presented below

Table 5.22
 ARE YOU AWARE THAT THE MERGER OF BANK HAS INCREASED PRODUCT
AVALIABILITY

ARE YOU AWARE NO. OF CANARA SYNDICATE PERCENTAGE

THAT THE RESPONDENTS BANK BANK
MERGER OF
BANK HAS
INCREASED
PRODUCT
AVALIABILITY
YES 22 8 14 55%
NO 12 4 8 30%
MAYBE 6 4 2 15%
TOTAL 40 16 24 100
SOURCE: Compiled from questionnaire.

GRAPH 5.22

4000%
3500%
3500%

3000%

2500%
2000% 2000%
2000%

1500%
1000% 1000%
1000%
500%
500%

0%
YES NO MAYBE

CANARA BANK SYNDICATE

The above table and graph 5.22 reveals that the syndicate bank comprise of 35% (14)
respondents of yes which is more as compared to canara bank 20% (8) respondents Similarly
the no count of syndicate bank is 20% (8) respondents which is more as compared to the
canara bank no count 10% (4) respondents. The maybe count of canara bank is 10% (4)
which is more as compared to syndicate bank 5% (2) respondents.
Hence the majority of the respondents belong from the Yes of syndicate bank i.e. 14
respondents (35%).

5.23 HAVE YOU EVER FACES ISSUES WITH CASH WITHDRAWAL DURING
THE MERGER PROCESS

The tabular and graphical presentation of data is presented below

Table 5.23

HAVE YOU EVER FACES ISSUES WITH CASH WITHDRAWAL DURING THE
MERGER PROCESS

HAVE YOU EVER NO. OF CANAR SYNDICAT PERCENTAGE

FACES ISSUES RESPONDENTS A BANK E BANK
WITH CASH
WITHDRAWAL
DURING THE
MERGER
PROCESS

YES 10 2 8 25%
NO 20 2 18 50%
MAYBE 10 2 8 25%
TOTAL 40 6 34 100
SOURCE: Compiled from questionnaire.

GRAPH 5.23

5000%
4500%
4500%

4000%

3500%

3000%

2500%
2000% 2000%
2000%

1500%

1000%
500% 500% 500%
500%

0%
YES NO MAYBE

CANARA BANK SYNDICATE BANK

The above table and graph 5.23 reveals that the syndicate bank comprise of 45% (18)
respondents of no which is more as compared to canara bank 5% (2) respondents. Similarly
the maybe count of syndicate bank is a 20% (8) respondent which is more as compared to the
canara bank female counts 5% (2) respondents. The yes count of syndicate bank is 20% (8)
which is more as compared to canara bank 5% (2) respondents.

Hence the majority of the respondents belong from the no of syndicate bank i.e. 18
respondents (45%).

4.24 AFTER THIS MERGER HAVE YOU EVER FELT INSECURE ABOUT YOUR
SAVING OR MONEY

The tabular and graphical presentation of data is presented below

Table 5.24

AFTER THIS MERGER HAVE YOU EVER FELT INSECURE ABOUT YOUR SAVING
OR MONEY

AFTER THIS NO. OF CANAR SYNDICAT PERCENTAGE

MERGER RESPONDENTS A BANK E BANK
HAVE YOU
EVER FELT
INSECURE
ABOUT YOUR
SAVING OR
MONEY
YES 20 8 12 50%
NO 12 4 8 30%
MAYBE 8 2 6 20%
TOTAL 40 14 26 100%
SOURCE: Compiled from questionnaire.

GRAPH 5.24
 3500%

3000%
3000%

2500%

2000% 2000%
2000%

1500%
1500%

1000%
1000%

500%
500%

0%
YES NO MAYBE

CANARA BANK SYNDICATE BANK

The above table and graph 5.24 reveals that the syndicate bank comprise of 30% (12)
respondents of yes which is more as compared to canara bank 20% (8) respondents Similarly
the no count of syndicate bank is 20% (8) respondents which is more as compared to the
canara bank no count 10% (4) respondents. The maybe count of syndicate bank is 15% (6)
which is more as compared to canara bank 5% (2) respondents.

Hence the majority of the respondents belong from the yes of syndicate bank i.e. 12
respondents (30%).

4.25 HAVE YOU EVER FELT ANY CHANGES IN BANKING SERVICES DUE TO
MERGER

The tabular and graphical presentation of data is presented below

Table 4.25

HAVE YOU EVER FELT ANY CHANGES IN BANKING SERVICES DUE TO MERGER

HAVE YOU NO. OF CANAR SYNDICAT PERCENTAGE

EVER FELT RESPONDENTS A BANK E BANK
ANY CHANGES
IN BANKING
SERVICES DUE
TO MERGER
YES 14 2 12 35%
NO 16 4 12 40%
MAYBE 10 2 8 25%
 TOTAL 40 8 32 100
SOURCE: Compiled from questionnaire.

GRAPH 5.25

3500%

3000% 3000%
3000%

2500%

2000%
2000%

1500%

1000%
1000%

500% 500%
500%

0%
YES NO MAYBE

CANARA BANK SYNDICATE BANK

The above table and graph 5.25 reveals that the syndicate bank comprise of 30% (12)
respondents of yes which is more as compared to canara bank 5% (2) respondents Similarly
the no count of syndicate bank is 30% (12) respondents which is more as compared to the
canara bank no count 10% (4) respondents. The maybe count of syndicate bank is 5% (2)
which is more as compared to canara bank 20% (8) respondents.

Hence the majority of the respondents belong from the yes of syndicate bank i.e. 12
respondents (30%).

5.26 AFTER MERGING DO YOU THINK THE INTEREST RATE WILL INCREASE
OR DECREASE

The tabular and graphical presentation of data is presented below

Table 5.26

AFTER MERGING DO YOU THINK THE INTEREST RATE WILL INCREASE OR

DECREASE

AFTER NO. OF CANAR SYNDICAT PERCENTAGE

MERGING DO RESPONDENTS A BANK E BANK
YOU THINK
THE INTEREST
RATE WILL
INCREASE OR
DECREASE
INCREASE 10 4 6 25%
DECREASE 12 4 8 30%
REMAIN SAME 18 12 6 45%
TOTAL 40 18 22 100
SOURCE: Compiled from questionnaire.

GRAPH 5.26

3500%

3000%
3000%

2500%

2000%
2000%

1500% 1500%
1500%

1000% 1000%
1000%

500%

0%
INCREASE DECREASE REMAIN SAME

CANARA BANK SYNDICATE BANK

The above table and graph 5.26 reveals that the canara bank comprise of 30% (12)
respondents of remain same which is more as compared to syndicate bank 15% (6)
respondents Similarly the decrease count of syndicate bank is 20% (8) respondents which is
more as compared to the canara bank no count 10% (4) respondents. The increase count of
syndicate bank is 15% (6) which is more as compared to canara bank 10% (4) respondents.

Hence the majority of the respondents belong from remain same of canara bank i.e. 12
respondents (30%).

4.27 ARE YOU AWARE THAT THE IFSC CODE OF YOUR BANK HAS CHANGED

The tabular and graphical presentation of data is presented below

Table 5.27
 ARE YOU AWARE THAT THE IFSC CODE OF YOUR BANK HAS CHANGED

ARE YOU NO. OF CANAR SYNDICAT PERCENTAGE

AWARE THAT RESPONDENTS A BANK E BANK
THE IFSC
CODE OF
YOUR BANK
HAS CHANGED
YES 20 4 16 50%
NO 10 8 2 25%
MAYBE 10 2 8 25%
TOTAL 40 14 26 100
SOURCE: Compiled from questionnaire.

GRAPH 5.27

4500%
4000%
4000%

3500%

3000%

2500%
2000% 2000%
2000%

1500%
1000%
1000%
500% 500%
500%

0%
YES NO MAYBE

CANARA BANK SYNDICATE BANK

. The above table and graph 5.27 reveals that the syndicate bank comprise of 40% (16)
respondents of yes which is more as compared to canara bank 10% (4) respondents Similarly
the no count of canara bank is 20% (8) respondents which is more as compared to the
syndicate bank no count 5% (2) respondents. The maybe count of syndicate bank is 20% (8)
which is more as compared to syndicate bank 5% (2) respondents.

Hence the majority of the respondents belong from the Yes of syndicate bank i.e. 16
respondents (40%).
5.28 HAVE YOU UPDATED YOUR FIXED DEPOSITE RECEIPT WITH NEW
ACCOUNT DETAILS

The tabular and graphical presentation of data is presented below

Table 5.28

HAVE YOU UPDATED YOUR FIXED DEPOSITE RECEIPT WITH NEW ACCOUNT
DETAILS

HAVE YOU NO. OF CANAR SYNDICAT PERCENTAGE

UPDATED RESPONDENTS A BANK E BANK
YOUR FIXED
DEPOSITE
RECEIPT WITH
NEW ACCOUNT
DETAILS
DEFINITELY 14 2 14 35%
DEFINITELY 12 4 8 30%
NOT
MAYBE 14 2 10 35%
TOTAL 40 8 32 100
SOURCE: Compiled from questionnaire.

GRAPH 5.28

4000%
3500%
3500%

3000%
2500%
2500%
2000%
2000%

1500%
1000%
1000%
500% 500%
500%

0%
DEFINITELY DEFINITELY NOT MAYBE

CANARA BANK SYNDICATE BANK

The above table and graph 5.28 reveals that the syndicate bank comprise of 35% (14)
respondents of definitely which is more as compared to canara bank 5% (2) respondents
Similarly the definitely not count of syndicate bank is 20% (8) respondents which is more as
compared to the canara bank no count 10% (4) respondents. The maybe count of syndicate
bank is 25% (10) which is more as compared to canara bank 5% (2) respondents.

Hence the majority of the respondents belong from the definitely of syndicate bank i.e. 14
respondents (35%).

529 AFTER MERGING THE BANK HAVE YOU UPDATED YOUR PASSBOOK
AND CHEQUE BOOK

The tabular and graphical presentation of data is presented below

Table 5.29

AFTER MERGING THE BANK HAVE YOU UPDATED YOUR PASSBOOK AND
CHEQUE BOOK

AFTER NO. OF CANAR SYNDICAT PERCENTAGE

MERGING THE RESPONDENTS A BANK E BANK
BANK HAVE
YOU UPDATED
YOUR
PASSBOOK AND
CHEQUE BOOK
DEFINITELY 18 6 14 45%
DEFINITELY 8 2 6 20%
NOT
MAYBE 14 2 10 35%
TOTAL 40 10 30 100
SOURCE: Compiled from questionnaire.

GRAPH 5.29
 4000%
3500%
3500%

3000%
2500%
2500%

2000%
1500% 1500%
1500%

1000%
500% 500%
500%

0%
DEFINITELY DEFINITELY NOT MAYBE

CANARA BANK SYNDICATE BANK

The above table and graph 5.29 reveals that the syndicate bank comprise of 35% (14)
respondents of definitely which is more as compared to canara bank 15% (6) respondents
Similarly the definitely not count of syndicate bank is 15% (6) respondents which is more as
compared to the canara bank no count 5% (2) respondents. The maybe count of syndicate
bank is 25% (10) which is more as compared to canara bank 5% (2) respondents.

Hence the majority of the respondents belong from the definitely of syndicate bank i.e. 14
respondents (35%).

5.30 DO YOU THINK MERGER WILL BE BENEFICAL TO THE BANKS

The tabular and graphical presentation of data is presented below

Table 5.30

DO YOU THINK MERGER WILL BE BENEFICAL TO THE BANKS

DO YOU THINK NO. OF CANAR SYNDICAT PERCENTAGE

MERGER WILL RESPONDENTS A BANK E BANK
BE BENEFICAL
TO THE BANKS
YES 28 12 16 70 %
NO 4 2 2 10%
MAYBE 8 2 6 20%
TOTAL 40 16 24 100%
SOURCE: Compiled from questionnaire.
 GRAPH 5.30

4500%
4000%
4000%

3500%
3000%
3000%

2500%

2000%
1500%
1500%

1000%
500% 500% 500%
500%

0%
YES NO MAYBE

CANARA BANK SYNDICATE BANK

The above table and graph 5.30 reveals that the syndicate bank comprise of 40% (16)
respondents of yes which is more as compared to canara bank 30% (12) respondents
Similarly the maybe count of syndicate bank is 15% (6) respondents which is more as
compared to the canara bank no count 5% (2) respondents. The no count of syndicate bank is
5% (2) which is equal to canara bank 5% (2) respondents.

Hence the majority of the respondents belong from the yes of syndicate bank i.e. 16
respondents (40%).
 CHAPTER VI

FINDINGS AND CONCLUSION

6.1 INTRODUCTION

6.2 FINDINGS

6.3 OBJECTIVES

6.4 HYPOTHESIS WISE CONCLUSION

6.5 CONCLUSION
6.1 INTRODUCTION

The conclusion is intended to help the reader understand why your research should matter to
them after they have finished reading a paper .A conclusion is not merely a summary of the
main topics covered or a re-statement of your research problem, but a synthesis of key points
and, if applicable, where you recommend new areas for future research. For most college-
level research papers, one or two well-developed paragraphs are sufficient for a conclusion,
although in some cases, three or more paragraphs maybe required.

6.2 FINDINGS

1. The majority of the respondents belong from the male of canara bank i.e. 12
respondents (30%).

2. The majority of the respondents belong from the canara bank from the age group of below
20 i.e. 24 respondents (60%).

3. The majority of the respondents belong from canara bank from the group of student’s i.e.
28 respondents (70%).

4. The majority of the respondents belong from canara bank from the group of unmarried i.e.
18 respondents (45%).

5. The majority of the respondents belong from Canara Bank from the group of below 1 lakh
i.e. 16 respondents (40%).

6. The majority of the respondents belong from male of canara bank from the group of male
i.e. 12 respondents (30%).

7. The majority of the respondents belong from the less than 1 year of canara bank i.e. 8
respondents (20%).

8. The majority of the respondents belong from the group of saving account i.e. 38
respondents (95%).

9. The majority of the respondents belong from the group of saving account i.e. 33
respondents (82.5%).

10. The majority of the respondents belongs from the group of agree from canara bank i.e.
10 respondents (25%).

11. The majority of the respondents belong from the group of yes from canara bank i.e. 12
respondents (30%).
12. The majority of the respondents belongs from the group, agree of canara bank i.e. 12
respondents (30%).

13. The majority of the respondents belong from the group of Yes from canara bank i.e. 12
respondents (30%).

14. The majority of the respondents belong from the no of canara bank i.e. 12 respondents
(30%).

15. The majority of the respondents belong from the agree group of syndicate bank i.e. 16
respondents (40%).

16. The majority of the respondents belong from the group of Yes from canara bank i.e. 12
respondents (30%).

17. The majority of the respondents belong from the group of yes i.e. 18 respondents (45%).

18. The majority of the respondents belong from the group of no i.e. 12 respondents (30%).

19. The majority of the respondents belong from the mobile banking of canara bank i.e. 16
respondents (40%).

20. The majority of the respondents belong from the group yes of syndicate bank i.e. 10
respondents (25%).

21. The majority of the respondents belong from the Yes of syndicate bank i.e. 14
respondents (35%).

22. The majority of the respondents belong from the no of syndicate bank i.e. 18 respondents
(45%).

23. The majority of the respondents belong from the Yes of syndicate bank i.e. 12
respondents (30%).

24. The majority of the respondents belong from the Yes of syndicate bank i.e. 12
respondents (30%).

25. The majority of the respondents belong from the Yes of canara bank i.e. 12 respondents
(30%).

26. The majority of the respondents belong from remain same syndicate bank i.e. 16
respondents (40%).

27. The majority of the respondents belong from the definitely of syndicate bank i.e. 14
respondents (35%).

28. The majority of the respondents belong from the definitely of syndicate bank i.e. 14
respondents (35%).
29. The majority of the respondents belong from the yes of syndicate bank i.e. 16
respondents (40%).

6.3 OBJECTIVES

1. To understand merger and acquisition in banking sector.

2. To examine effect of merger on customer.
3. To analysis and suggest for better merger strategies.

1. To understand merger and
acquisition in banking sector. 5.4, 5.5, 5.6. The majority of the
2. To examine effect of merger Table no. and graph no. 5.7, 5.8, 5.9,
on customer.
3. To analysis and suggest for
better merger strategies.
Table no. and graph no. 5.1, 5.2, 5.3,
respondents are male from Canara
Bank at the age group of below 20,
which are students and unmarried.
5.10, 5.15, 5.17, 5.18, 5.19, 5.20, 5.22,
5.23, 5.24, 5.25, 5.26, 5.27, 5.28. The
majority of the respondents have their
account for less than 1 year and have
savings account. The majority of the
respondent's agree with the
combination involving the absorption
of one firm by another is merger. The
majority of the respondent's from
syndicate bank customers have been
faced with issues during the merger of
the bank. The majority of the
respondents are preferred to transfer
from mobile banking facilities. The
majority of the respondents are aware
of services provided by Canara Bank.
The majority of the respondent's from
syndicate bank Agree that interest rate
will remain the same. The majority of
the respondents are aware that the
IFSC code has been changed after
merge.
Table no. and graph no. 5.11, 5.12,
5.13, 5.14, 5.15, 5.16, 5.21, 5.29. The
majority of the respondents are aware
of Merging of the bank. The majority
of the respondent's agree that when the
company Gaines a larger market share
and gets ahead in the competition. The
majority of the respondents agree that
the bank account in syndicate bank will
be able to transact at the Canara Bank
 branch. The majority of the
respondent's agree that banks have
increased product availability. The
majority of the respondents agree that
merger is beneficial to the banks.

6.4 HYPOTHESIS WISE CONCLUSION

6.5 CONCLUSION

Merger is a highly potential tool for growth and expansion in banks. Merger is a good idea.
However, this should be done with right a bank for the right reasons. With the help of
mergers and acquisitions, the banks can achieve significant growth in their operations,
minimize their expenses to a substantial extent and also competition is decreased due to the
fact merger eliminates competitors from the banking industry and can even be tricky given
the challenges banks face, including bad loan problem that has plunged many public sector
banks in an unprecedented crisis and can also create variety of problems which can cause
great damage if the process of merging is not executed properly hence, it has to be
implemented in a careful manner. Government of India and RBI have undertaken several
measures and reforms in the Indian banking sector, as well as quite a few successful mergers
and acquisitions, which have helped it, to grow manifold. Comparatively in short time, the
Indian banking system has earned numerous outstanding achievements as the World’s largest
and the most diverse democracy in banking industry. One good example of Successful
merger is HDFC & Centurion bank whose financial performance has increased after merger.
Hopefully the merger of above 10 banks into 4 should reap benefits in future. Growth is an
important aspect for any organization. Various challenges and problems faced by the Indian
banking sector and the economy have made mergers and acquisitions activity not an
unknown phenomenon in Indian banking industry. Historically, mergers and acquisitions
activity started way back in 1920 when the Imperial Bank of India was born when three
presidency banks (Bank of Bengal, Bank of Bombay and Bank of Madras) were reorganized
to form a single banking entity, which was subsequently known as State Bank of India.
Globally mergers and acquisitions have become a major way of corporate restructuring and
the financial services industry has also experienced merger waves leading to the emergence
of very large banks and financial institutions. It drives the organization to create synergy and
value creation by way of diversification and improved management. The banking system in
India has undoubtedly earned numerous outstanding achievements, in a comparatively short
time, for the World’s largest and the most diverse democracy. There have been several
reforms in the Indian banking sector, as well as quite a few successful mergers and
acquisitions, which have helped it, grow manifold.

BIBILOGRAPHY

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Merger of Banks 2020. Restructuring through Mergers- A Case Study on Mega
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OCTOBER-DECEMBER 2017
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 KUMAR, S. (December 2013). Impact of Bank Mergers on the Efficiency of Banks:
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Bank with Indian Overseas Bank, 3(12), 221-242. doi:DECEMBER 2013
 GUPTA, K. (March 2015). MERGERS AND ACQUISITIONS IN THE INDIAN
BANKING SECTOR: A STUDY OF SELECTED BANKS. MERGERS AND
ACQUISITIONS IN THE INDIAN BANKING SECTOR: A STUDY OF
SELECTED BANKS,4(3), 94-107. doi:MAR 2015
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Financial Performance of Syndicate Bank & Canara Bank,3(9), 27-29. doi:
SEPTEMBER 2014
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C. (april 2012). EFFECTIVENESS OF TRAINING AND DEVELOPMENT
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ANNEXURE

Questions:

1. What is your name?

2. What is your gender?
 male
 female
 others

3. Respondent age?
 below 20
 20-30
 30-40
 above 40
4. What is your occupation?
 student
 employee
 businessman
 retired
 others

5. Marital status
 married
 unmarried

6. Annual income
 below 1 lakh
 2 to 5 lakh
 above 5 lakh

7. In which bank do you have an account?

 syndicate bank
 canara bank

8. How long do you have an account in these banks?

 less than one year
 1 to 4 year
 more than 5 years

9. What kind of account do you maintain in a syndicate bank?

 saving account
 current account
 loan account
 demat account
10. What kind of account do you maintain in a canara bank?
 saving account
 current account
 loan account
 Demat account

11. Do you know that merger is a combination involving the absorption of one firm
by another?
 agree
 disagree
 strongly agree
 strongly disagree

12. Do you know that syndicate bank and canara bank have been merged?
 yes
 no
 maybe

13. Do you agree that when companies merge the new company gains a larger
market share and gets ahead in the competition?
 agree
 disagree
 strongly agree
 Strongly disagree.

14. Are you aware that mergers are good for customers?
 yes
 neutral
 no

15. Did you face any problem during the merger of the bank?
 yes
 no
 maybe

16. Do you think, if i have an account with syndicate bank will i be able to transact at
canara bank branch and vice versa?
 agree
 disagree
 maybe

17. Are you aware of the different services offered by bank after merging of
syndicate bank and canara bank?
 yes
 no
 maybe

18. Do you know different types of general insurance provided by canara bank?
 yes
 no
 maybe

19. Do you know different types of general insurance provided by syndicate bank?
 yes
 no
 maybe

20. In which way do you prefer to conduct your transaction?

 ATM
  mobile banking
 others

21. Are there any changes in transaction due to merger?

 yes
 no
 maybe

22. Are you aware that the merger of banks has increased product availability?
 yes
 no
 maybe

23. Have you ever faced issues with cash withdrawal during the merging process?
 yes
 no
 maybe

24. After this merger have you ever felt insecure about your saving or money?
 yes
 no
 maybe

25. Have you ever felt any changes in banking services due to merger?
 yes
 no
 maybe

26. After merging do you think the interest rate will increase or decrease?
  increase
 decrease
 remain same

27. Are you aware that the ifsc code of your bank has changed?
 yes
 no
 maybe

28. Have you updated your fixed deposits receipt with new account details?
 definitely
 definitely not
 maybe

29. After merging the bank have you updated your passbook and cheque book?
 Definitely
 Definitely not