CHAPTER – 01

INTRODUCTION ABOUT ORGANISATION AND INDUSTRY

1.1 INTRODUCTION TO THE INTERNSHIP

Internship is an integral part of academic curriculum of VTU to MBA. Is an initiative to bridge
the gap between knowledge and its application through a series of intervention that will enable
students to gain insight and exposure to industry. An internship is a learning situation where the
student has the opportunity to gain practical experience.
When placed in this situation, students expand their concepts of different organizational
structures and different working relationship within the work place. In order to obtain academic
credit for this experience, the intern is required to complete an internship report as described
below. The intern is expected to provide information on the organization in which he or she
worked, descriptions of specific work completed, and specific relevant to the assigned task.

The report also provides information on our communication skills and also indicate critical
thinking skills. Since a major part of our experience should be related to analysis and
interpretation of provided data that should be demonstrated in our report.

The six weeks of internship has been placed between 2nd and 3rd semester of MBA course, and
it as the purpose of providing the study of whole activities of the organization and as well as the
study of industry business insight to the students and to get a head in the world from the first
day.

1.2 INDUSTRY PROFILE

1.2.1 SERVICE SECTOR
The service sector, also known as the tertiary sector, is the third tier in the three-economy.
Instead of product production, this sector produces services maintenance and repairs, training, or
consulting. Example of service sector jobs include housekeeping, tours, nursing, and teaching.

A service sector is a sector that provides a variety of services to the people. In simple words, a
service sector is a medium of connection between the primary sector and secondary sector. The
other name for the service sector is the tertiary sector. The services like banking, Information
Technology, telecommunication, business, legal industry, storage and communication,
education, healthcare, etc are some services offered by the service sector.
HISTORY OF SERVICE SECTOR IN INDIA

Our research demonstrates that India's recent service-led development has deep historical roots.
Between 1870 and 1970, output per worker in India fell from down around 15% of UK level in
the economy as a whole to less than 10%, as India further behind.

Growth in services began accelerating in the 1960s and accelerated again after the double dip
recession in the early 1980.Manufacturing accelerated at a slower phase in the 1960s and then
oscillated around a flat line in sync with the four recession from 1970 to 1982.

Manufacturing employment peaked in June 1979, In the first 3 decades after independence in
1947 India was large an agrarian economy. The service sector started to grow in the mid-1980s
but growth accelerated in the 1990s when India initiated a series of economic reforms after the
country faced a serve payment crisis.

In the 1950s and 1960s, transport, storage, and communication and trade, hotels, and restaurants
services grew faster than the overall sector while in the 1970s and 1980s, financing and business
services started growing and in the 1980s surpassed transport, storage, and communication and
trade, hotels, restaurants has been growing very fastly.

1.3 BANKING SECTOR

Companies typically take one of two ways when dealing with this new sort of business. The
strategy only buys an insurance company, retains the company’s original brand, is acquired by
an investment bank, and then adds the owner’s recovery to determine the outcome.

Holding corporations may use non-financial services. In this case, every business seems to be
autonomous and to serve its own clientele.

The bank only seeks to develop its own insurance industry or intermediary sector, offer these
products to their current clients, and attempt to integrate everything with the business. India once
had a strong government that controlled the financial services sectors, with the national bank
providing the majority of services.
The strategy only buys an insurance company, retains the company’s original brand, is acquired
by an investment bank, and then adds the owner’s recovery to determine the outcome.
Holding corporations may use non-financial services. In this case, every business seems to be
autonomous and to serve its own clientele.

The bank only seeks to develop its own insurance industry or intermediary sector, offer these
products to their current clients, and attempt to integrate everything with the business. India once
had a strong government that controlled the financial services sectors, with the national bank
providing the majority of services.

1.3.1BANKING SECTOR IN THE WORLD

The bank is a type of financial institution that lends money while also accepting public deposits
and generating demand deposits. Through the markets, the bank may engage in lending activities
directly or indirectly.

Because banks are crucial to the financial stability and economic health of a nation, they are
subject to intense regulation in most jurisdictions. The majority of countries have
institutionalized a form of fractional reserve banking, where banks retain liquid assets that are
only equivalent to other rules designed to ensure liquidity, as well as minimal capital standards
based on the Basel Conventions, a worldwide set of capital standards.

1.3.2 BANKING IN INDIA

The banking industry is classified as tertiary. It delivers or provides financial services transaction
to both the primary and secondary sectors, providing services to both. Loans, interest, investment
plans, the demonstration of insurance products, etc.

The Indian economy primary financial pillar is the banking sector. It contributes significantly to
the growth of the Indian economy by facilitating financial transactions and raising the level of
living. In India, banks play a significant role in society and aid people in saving their owned
incomes by allowing them to invest in or buy certificates, mutual funds, and some types of
insurance.

HISTORY OF BANKING SECTOR IN INDIA

Banking in India forms the base for the economic development of the country. Major changes in
the banking system and management have been seen over the years with the advancement in
technology, considering the needs of people.

The history of banking in India dates back to before India got independence in1947.
The banking sector development can be divided in three phases,
Phase 1- The early phase which lasted from 1770 to 1969
Phase 2- The nationalisation phase which lasted from 1969 to 1991
Phase 3- The liberalisation or the banking sector reforms phase which began in 1991 and
continues to flourish till date

Origin of banking industry in India

 Banking in India has started in the 18th century.

 Bank of Hindustan (1770-1832) and General Bank of India (1786-1791) were the very
first banks, which failed later.
 The oldest bank which still has its existence is the State Bank of India, originated in June
1806 as the bank of Calcutta, renamed as the Bank of Bengal in the year 1809.other two
banks were the bank of Madras and the Bank of Bombay.
 In the year 1921, these three banks got merged and become the Imperial bank of India
and renamed as the State Bank of India (SBI) in the year 1955.
 Before the RBI emerged in the year 1935, the SBI acted as the central bank. In the year
1960, the SBI took control over 8 subordinate banks, now called as associate banks.
 14 major banks were nationalized in the year 1969 and 6 more banks were nationalized in
the year 1980.These nationalized banks have the control over the country’s banking
sector as they have a large network.
 At present we have 93 commercial banks,15 private sector banks, 44 foreign banks,27
public sector banks, out of which 21 are nationalized banks and 6 are SBI and its
associate banks.

TYPES OF BANKS

1. Commercial banks: a commercial bank is a financial institution which accepts deposits

from the public and gives loans for the purpose of consumption and investment to make
profit.

 Public sector bank: a bank where the majority stakes are owned by the
government or the central bank of the country.
 Private sector bank: a bank where the majority stakes are owned by a private
organization or an individual or a group of people.
 Foreign banks: the banks with their headquarters in foreign countries and
branches in our country, fall under this type of bank

2. Co-operative bank: Co-operative bank is a small-sized, financial entity, where its

members are the owners and customers of the Bank. They are regulated by the Reserve
Bank of India (RBI) and are registered under the State’s Cooperative Societies Act.1912.
These Banks have been opened with the motto of 'no-profit-no-loss' and thus, do not seek
for profitable ventures and customers only.
 The main two types are categorized are
A. Urban co- operative bank
 Non- scheduled banks
 Scheduled banks

B. Rural co- operative bank

 State cooperative banks
 District cooperative banks
 Primary agricultural credit societies

3.Regional Rural Bank: RRB’s are specialized banking institutions established to serve
rural and agricultural communities. These banks were created to bridge the gap between
banking sector and rural areas.

4.Small Finance Bank: small finance banks are government authorised institution that
provide basic banking services to unserved areas. It provides financial assistance to those
segments of societies that other banks do not serve.

5.Central Bank: The reserve bank of India is the central bank of our country. Each country
has a central bank that regulates all the other banks in that particular country. Guiding other
banks, issuing currency, implementing the monetary policy.

6.Payments Bank: a newly introduced form of banking, the payments bank has been
conceptualized by the reserve bank if India. People with an account in the payments bank can
only deposit an amount of up to Rs 1,00,000/- and cannot apply for loans or credit cards
under this account.

7.Specialized Banks: certain banks are introduced for specific purposes only. Such banks
are called specialized banks. These include

 SIDBI
 EXIM BANK
 NABARD

1.3.4 CONTRIBUTION OF BANKING SECTOR TO THE INDIAN ECONOMY

The growth of the country is hidden in the economic growth of the citizens of the country and
the economic development of the members is in the first place in the main principles of all the
cooperative structures working around the world. In India also, cooperative banks are working as
a feline for many people.

Today co-operative banks across the country are working with commercial banks and are playing
a vital role in providing need-based finance to people engaged in agriculture and agriculture-
based activities. However, it cannot be denied that the co-operative banks of the country need
major changes as per the changing times.

1.3.5 URBAN CO-OPERATIVE BANK (UCBs):

The origin of urban credit movement in India can be traced to the close of the 19th century.
Following the success of the urban credit institutions organised by Hermann Schultze in
Germany and Luige Luzzatti in Italy during the period 1855-1885, some middle class
Maharashtrian families settled in the ester while Baroda state started a mutual aid society in
Baroda on 5 February 1889 under the guidance of Shri Vithal Laxman Kavthekar When the
cooperative credit societies act of 1904 conferred legal status on credit societies, the first urban
co-operative credit society was registered in October 1904 at conjeevaram in madras province.
Subsequently, the betegiri co-operative credit society in Dharwad district in the undivided
Bombay province and the Bangalore city co-operation credit society in the erstwhile Mysore
State were registered in October 1905 and December 1905 respectively.

The term urban co- operative bank (UCBs) through not formally defined, refers to primary
cooperative banks located in urban and semi urban areas. These banks were traditionally
cantered on communities, localities work place groups. They essentially lent to small borrowers
and businesses. Today, their scope of operations has winded considerably.

The origins of the urban co- operative banking movement in India can be traced to the close of
nineteenth century when, inspired by the success of experiments related to the cooperative
movement in Britain and the cooperative credit movement in Germany such societies were set up
in India. Cooperative societies are based on the principles of cooperation, mutual help,
democratic decision making and open membership. Cooperatives represented a new and
alternative approach to organisation as against proprietary firms, partnership firms and joint
stock companies which represent the dominant form of commercial organization.id society in
India was probably the Anyonya Sahakari Mandali also known as Bhabu saheb Kavthekar Urban
co-operative credit societies, in their formative phase come to be organised on a community
basis to meet the consumption-oriented credit needs of their members.

The cooperative credit societies Act 1904 was amended in 1912, with a view to broad basing it
to enable organisation of no-credit societies. The Maclagan committee of 1915was appointed to
review their performance and suggest measures for strengthening them. The committee observed
that such institutions were eminently suited to cater to the needs of banking amongst the middle
classes. The committee also felt that the urban cooperative credit movement was more viable
than agricultural credit societies. The recommendations of the committee went a long way in
establishing the urban cooperative credit movement in its own right.

The first study of urban co-operative banks was taking up by RBI in the year 1958-59. The
report published in 1961 acknowledged the widespread and financially sound framework of
urban cooperative banks; emphasized the need to establish primary urban cooperative banks in
new centres and suggested that state government lend active support to their development In
1963, Varde committee recommended that such banks should be organised at all urban centres
with a population of 11 lacs or more and not by any single community or caste The committee
introduced the concept of minimum capital requirement and the criteria of population for
defining the urban centre where UBSs were incorporated.

1.3.6 STRUCTURE OF UCB’s:

The co-operative banks structure is designed on the principle of co-operation, mutual help,
democratic decision making and open membership. It follows the principle of ‘one shareholder,
one vote’ and ‘no profit, no loss’. Co-operative banks are registered under the co-operative
societies Act, 1912.
Customer owned entities: co-operative bank members are both customer and owner of the bank.
Democratic member: these banks are owned and controlled by members, who democratically
elect a board of directors.

1.3.7 REGULATORY ENVIRONMENT OF THE UCB’s:

The urban co-operative banks are regulated and supervised by state registrars of o-operative
societies. Central registrars of co-operative societies in case of multi state co-operative banks by
reserve bank. The registrars of co-operative societies of state exercise powers under the
respective co-operative societies act of the states in incorporation, registration, management
amalgamation, reconstruction or liquidation. In case of the urban co-operative banks having
multi-state presence, the central registrar of co-operative societies, New Delhi, exercises such
powers. The banking related functions, such as issues of license of start new banks/branches,
matters relating to interests’ rates, loan policies, investments, prudential exposures norms etc. are
regulated and supervised by the reserve bank of India under the provisions of the banking
regulation act, 1949(AACA). Various committees in the past, which went into working of the
UCBs, have founded multiplicity of command centers are the absence of clear-cut demarcation
between the functions of state governments and the reserve bank have been the most vexatious
problem of urban co-operative movement.

1.3.8 SERVICESS PROVOIDED BY THE UCB’s

 Deposit accounts
 Loans
 Loan against deposits
 Loan against securities
  Loan against property
 Gold loans

 Banking facilities
 Withdrawal by ATM, cheques
 Credit card facilities
 Payment and settlements services
 RTGS
 NEFT
 Demand draft

 Locker facilities
 Internet and mobile banking
 Insurance products
 Investment products
 Forex services
 Advisory services
 Other services
 Pan card
 Income tax return
 Passport appointment

TOP 10 BANKS IN INDIA AND THEIR MARKET CAPITAL:

Rank Bank Name Type Market Capital

(Rs Lakh in Crore)
#1 HDFC Bank Private 11.61

#2 ICICI Bank Private 6.65

#3 SBI Public 5.13

#4 Kotak Mahindra Bank Private 3.47

#5 Axis Bank Private 3.09

#6 Indus Ind Bank Private 1.12

 #7 Bank of Baroda Public 1.06

#8 Punjab National Bank Public 0.828

#9 Union Bank of India Public 0.778

#10 IDBI Bank Private 0.725

Table No - 01

TOP 10 URBAN CO-OPERATIVE BANKS IN INDIA:

#1 Saraswata co-operative Bank Ltd.

#2 The COSMOS co-operative Bank Ltd.

#3 Shamrao Vithal co-operative Bank Ltd.

#4 Abhyudaya co-operative Bank Ltd.

#5 Bharath co-operative Bank

#6 TJSB co-operative Bank

#7 Janata co-operative Bank

#8 Kalupuru Commercial co-operative Bank

#9 NKGSB co-operative Bank

#10 The Ahmedabad Mercantile co-operative Bank

 CHAPTER – 02
ORGANISATION PROFILE
BELUR urban co-operative bank, which is located at old post office road, Hassan- 573115,
city BELUR. Hassan (d). Karnataka state.

Bank Name Belur Urban Co-operative Bank

Operating status Active
Type Public Bank
Head quarter Belur
Nature of Banking sector
Business
Organization Scheduled urban co-operative bank
type
Founded 13/07/1998
President Saganegowda
Vice president M.P Tharanath
Manager D.K Shivashankar
Directors M.V Hemavathi
R.S Subrahmanya
B.N Chandrashekhar
B.S Laxmanagowda
B.M Prasanna
K.V Balaramagowda
H.M Leela
Vijayakumar
S.K Nagesh
B.B Shivaraj
Jayashri Gururaj
No of employees 07
IFSC Code UTIBOSUBBLR
Total Deposit 12,03,68,779 (2022-23)
Share capital 1,03,553 (2022-23)

2 BACKGROUND OF THE BUSINESS

The need for Urban Co-operative Banking arises from the fact that Joint stock Banks are not
interested in providing credit to the urban middle class. This is because it is not advantages for
joint stock banks in developing the business of small loans on account of high cost of advancing
and receiving them. Further joint stock banks are not likely to have under ordinary
circumstances, full and intimate knowledge of the standing and resources of persons of moderate
means; they will not advance loans on personal securities. In such circumstances, the man with
limited means in urban area may approach money lender. The establishment of urban co-
operative Bank is the most suitable alternative to these customers.
2.1 URBAN CO-OPERATIVE BANKS ARE SCHEDULED BANKS
During the year 1988-89 11primary co-operative banks each with demand and time liabilities of
over 50 crores were included in the second schedule to the Reserve Bank of India Act, 1934.
This is first time when primary co-operative banks have been scheduled. During the year 1988-
59. The R. B. I cleared another 15 proposals for registration by the Registrar of co-operative
societies.

2.1.1 FUNCTIONS OF THE BANK

Area of Operation

The area of operation of an urban co-operative bank is usually restricted by its bye-laws to a
municipal area or a town. In some cases, it exceeds this area.

Membership

The membership of urban co-operative bank is composed of persons living in urban areas, such
as traders, merchants, salaried and professional classes etc. The conditions relating to the
membership are laid down in their bye-laws.

The membership of these urban co-operative banks varies considerably. In Tamilnadu, the
average membership exceeded 7000, while in Maharashtra it was over 3000, in Kerala, it was
2500, in Orissa 2000, in Madhya Pradesh 1800, in West Bengal it was about 900.

Management

The management of urban co-operative Bank rests in the board of Directors, who are elected by
General Body, consisting of all the members. The final authority in all matter’s rests with the
general body but actual conduct of the affairs of the bank rests with the board of directors and
the secretary of the bank. The tenure of office of the Board of Directors varies in the states. The
usual practices are to hold elections (a) each year (b) once in three years, and(c) each year by
rotation for one third of the board. Holding the elections every year is not favoured by the study
group. The advantages of holding elections once in three years are that expenses are kept at a
minimum and the board of directors has time to learn the working of the bank. It is also observed
that in a large number of institutions the same persons were elected to the board of directors from
term to term. It can be checked by incorporating the clause in the bye-laws that prevents a person
from contesting election more than one or two consecutive terms.

2.1.2 FACILITIES PROVOIDED BY THE BANK

 Higher interest on deposits than another nationalised bank was provided.

 There is facility of safe deposit lockers.
  Loan facility against gold jewellery.
 Vehicle loan, salary-based loan facility.
 Opening saving account with zero balance.
 Stamp paper (E-stamping) is available without printing
 DD facilities
 Business Loans, home loans

1.2 NATURE OF THE BANK:

Following are the nature of urban co-operative bank.

 Accepting Deposits:
The main functions of urban cooperative bank are accepting deposits from public. The
deposits are collected from members and non- members of urban and semi urban areas. This
bank accepts deposits in the form of Saving deposit, Current deposit, Fixed and Recurring
deposit, Pygmy deposits, etc.

 Granting Loan:
Urban co-operative bank provides short term and medium-term loan to the members and non-
members against security. The loan is provided to the businessman, merchants, craftsman, salary
earners, etc. considering their needs. The loan is provided to the members for children education,
housing, purchasing consumer's products like television, computer etc.

 To act as an agent:
Urban co-operative bank provides all banking functions as an agent of accountholder, the
bank makes payment of telephone bill, electric bill, LIC premium, children educational fees,
house rent, housing loan instalment, purchase and sale of shares and debentures, etc. for these
functions nominal bank charges are charged by the bank and also provides guidance to the
members for proper investment.

 To provide safe deposit locker:

Urban co-operative banks provide safe deposit lockers to its customer's means
depositors. The depositor can keep safely their valuables like gold and silver ornaments,
important documents in such locker. This service or facility is provided by the bank for
the safe custody of valuables of its customers. Bank charges rent, as per the size of
lockers.

 Quick banking services:

Due to globalization competition is increasing in all sectors. The Urban co-
operative society provides quick banking services as per the needs of the customers by
charging reasonable charges. Members pay service charges to the bank. The bank
maintains good relation with customers and provides quick services to the customers.

 Financial management:
Urban co-operative bank makes proper investment of funds. The bank invests
surplus fund as per the provisions and instructions of Reserve Bank of India After
taking into consideration the cash requirement security (safety) and return on
investment.

 Training to staff and officers:

The Urban co- operative bank provides professional training to the staff officers
and employees of the bank. For this they arrange various workshops to improve the
quality of banking services. The success of bank is dependent on the services provided
by the bank.

1.3 CHARACTERISTICS OF URBAN CO-OPERATIVES BANK

 Urban presence
 Co-operative structure
 Local focus
 Customer ownership
 Retail banking
 Limited area of operation
 Regulation
 Social objectives
 Community engagement
 Risk management

2.4 OBJECTIVES OF THE BANK

 To attract deposits from members as well as non-members.

 To advance loans to members.
 To act as agent for the joint purchase of domestic and other requirements for the
members.
 To undertake collection of bills, accepted or endorsed by members.
 To arrange for safe custody of valuable documents of members.
  To provide other facilities as provided by commercial banks.

2.5 VISION, MISSION AND QUALITY POLICY

2.5.1 VISION
“To be a leading and trusted financial institution, providing innovative and inclusive
banking solution for the urban community, fostering economic growth and prosperity”.

2.5.2 MISSION
“Our mission is to empower individuals and businesses through accessible and
sustainable banking services. We are committed to delivering excellence in customer
service, embracing technological advancements, and contributing to the socio-economic
development of the urban areas we serve”.

2.5.3 QUALITY POLICY

 Maintain minimum net worth
 Transparency in accounting
 Liquidity management
 Quality and optimization of manpower
 Navigating change
 Consistently providing financial services that meets or exceeds the
expectations of our customers

2.6 WORK FLOW MODEL

2.6.1 Co-operative Bank work flow:

CUSTOMER INTERACTION

ACCOUNT OPENING

DEPOSITE AND WITHDRAWAL

CREDIT ADMINISTRATION
2.6.2 Savings Account opening work flow:
 COLLECTING APPLICATION FROM
CUSTOMER

KYC DOCUMENTS

PASSPORT SIZE PHOTOS

INITIAL DEPOSITE

SIGNATURE VERIFICATION

DOCUMENT SUBMISSION AND

2.6.3 FD VERIFICATION Account

APPLICATION FORM VOLLECTING

ACKNOWLEDGEMENT

KYC DOCUMENT VERIFICATION

ACTIVATE ACCOUNT

SELECTING FD TYPE AND TERM

SELECTING INTEREST PAYOUT

RECEIVING DEPOSITES

SIGNATURE VERIFICATION

ACKNOWLEDGEMENT

FD RECEIPTS

MONITOR FD ACCOUNT

opening work flow:

2.7 PRODUCT AND SERVICE PROFILE OF THE ORGANISATION

2.7.1 SAVINGS ACCOUNT

The 'saving account' is generally opened in bank by salaried persons or by the persons who have
fixed regular income. This facility is also given to students, senior citizens, pensioners, and so on
saving accounts are opened to encourage the people to save money and collect their savings. The
saving account holder is allowed to withdraw money from the account as and when required the
interest which is given on saving accounts is sometime attractive, but often nominal There 15 no
restriction on the number and amount of deposits. However, in India, mandatory PAN
(Permanent Account Number) details are required to be furnished for doing cash transactions
exceeding RS. 50,000.

Features of Saving Account:

 To promote savings.

 There is no restriction on the number and amount of deposits.

 The money can be withdrawn either by cheque or withdrawal slip of the respective bank.

 The rate of interest payable is very nominal on saving accounts. At present it is between
4% to 6%exceedingrs.50,000.

2.7.2 CURRENT ACCOUNT

Current bank account is opened by businessmen who have a higher number of regular
transactions with the bank. It includes deposits, withdrawals, and contra transactions. It is also
known as Demand deposit account.

Current account can be opened in co-operative bank and commercial. In current account, amount
payments to creditors by using cheques received from customers can be deposited in this account
for collection can be deposited and withdrawn at any time without giving any notice.

The customers are allowed to withdraw the amount with cheques, and they usually do not get
any interest.

Features of Current Bank Account:

 Current bank accounts are operated to run a business

 It is a non-interest-bearing bank account.

 It needs a higher minimum balance to be maintained as compared to the savings account.

 Penalty is charged if minimum balance is not maintained in the current account.

2.7.3 RECURRING DEPOSIT ACCOUNT

Recurring deposit account is generally opened for a purpose to be served at a future date.
Generally opened. To finance pre-planned future purposes like wedding expenses of daughter,
purchase of costly items like Land, luxury car, refrigerator or air conditioner. Etc.

Recurring deposit account is opened by those who want to save regularly for a certain period of
time and earn a higher rate.

In recurring deposit account certain fixed amount is accepted every month for a specified period
and the total amount is repaid with interest at the end of the particular fixed period.

Features of Recurring Deposit Account

 To develop regular savings habit among the public.

 The period of deposit is minimum six months and maximum ten years.

 The rate of interest is higher.

 No withdrawals are allowed However, the bank may allow to close the account before the
maturity period.

2.7.4 FIXED DEPOSITS

A fixed deposit (FD) financial instrument provided by banks which provides investors a high
rate of interest than regular saving account, until the given maturity date.

Fixed deposits schemes:

 Fixed Deposit Monthly Scheme.

 Fixed Deposit Double Scheme

 Fixed Deposit Term Scheme

Under the FD Schemes Interest rate depends on the Interest slabs

Number of days Interest %

 30 days to 45 days 4.50

46days to 96 days 5.50

91 days to 179 days 6.00

1800 days to 365 days 6.50

366 days to 500 days 7.00

501 days to 2 years 6.50

2years to <5 years 6.50

5years to> 5 years 6.50

Years and months (double 10 years 10

Doubling months 130

Table no – 02 FD interest rates

 The interest rate is high for senior citizens. If they deposit the amount for more than 6
months they can get 0.50% interest rate.
Features of Fixed Deposit Account

 The main purpose of fixed deposit account is to enable the individuals to earn higher rate
of interest on their surplus funds (extra money).
 The amount can be deposited only once. For further such deposits, separate accounts
need to be opened.

 The period of fixed deposits range between 15 days to 11 years.

2.7.5. Pigmy deposit account

This Scheme is designed to attract small savings of all categories of depositors, whether bills
small, poor or rich having the income either daily weekly, monthly or even though through
certain source of income.

These deposits are collected by PD agents appointed by the Bank for meeting the respective
depositors daily or at any other regular interval convenient to the depositor at his residence or
place of business the agent will take the necessary application from duly completed and signed
by the depositor indicating the period for which the account will continue with the bank. The
period should be for minimum 12 months. Every time while paying the amount to the collecting
agent the depositor should see that the necessary entries are made in the daily collection memo
and the agent should hand over receipt for the amount collected.
2.7.6 RTGS
The term real-time gross settlement (RTGS) refers to a funds transfer system that allows for the
instantaneous transfer of money and/or securities the term real-time, it means the settlement
happens as soon as it is received. So, in simpler terms, the transaction settles in the receiving
bank immediately after it is transferred from the sending bank. Gross settlement means
transactions are handled and settled individually, so multiple transactions aren't bunched or
grouped together. This is the basis of a real-time gross settlement system.

2.7.7 NEFT
NEFT stands for National Electronic Funds Transfer. NEFT is a one-to-one payment facility that
is regulated by the Reserve Bank of India across various public and private sector banks. As per
NEFT, one can transfer funds to another individual with an account in a different bank.
However, to enable this facility, the concerned bank accounts must be NEFT-enabled. The
payments as per the NEFT are processed and settled in half-hourly batches.

Amount (RS) Charges (RS)

Up to RS. 10,000 RS. 6

RS. 10,000- RS. 50000 RS.12

RS. 50,001- RS. 1,00,000 RS.17

RS. 1 00000- RS.5,00,0000 RS.30

Above 5 00 000 RS. 65

Table no - 03 NEFT AND RTGS charges

2.7.8 DD
A demand draft is a negotiable instrument similar to a bill of exchange. A bank issues a Demand
Draft to a client (drawer), directing another bank (drawee) or one of its own branches to pay
ascertain sum to the specified party (payee).

A demand draft can also be compared to a cheque. However, demand drafts are difficult to
countermand. Demand drafts can only be made payable to a specified party, also known as pay
to order. But cheques can also be made payable to the bearer Demand drafts are orders of
payment by a bank to another bank, whereas cheques are orders of payment from an account
holder to the bank.

Amount (RS) Charge (RS)

Up to RS 1000 RS. 25

RS. 1001 to RS 50000 RS. 35

RS 5001 to RS 10000 RS. 45

RS 10001 to RS 25000 RS. 60

RS 25002 to RS 50000 RS. 2 per RS 100

RS 50001 to RS 100000 RS 2.5 per RS 1000

RS 100000 RS. 250 the amount after

100000is RS. 1.5 per RS. 1000

Table no – 04 DD charges

2.7.9 E-Stamping
E-Stamping is a computer-based application and a secured way of paying non-judicial stamp
duty to the government the prevailing system of physical stamp paper franking is being replaced
by E- stamping system. Stamp duty in lieu of transactions such as a property sale or purchase,
formation of a business agreement or a deed and others involving financial aspect is to be paid as
a share to the government through the purchase of a stamp paper.

Benefits of e stamping:

 E-Stamp Certificate can be generated within minutes.

 E- Stamp Certificate generated is turner proof.

 Authenticity of the e-Stamp certificate can be checked through the inquiry module.
  E-Stamp Certificate generated has a Unique Identification Number.

 Specific denominations are not required.

 E-Stamp certificate can be checked by any person through recommended site.

2.7.10 LOAN
A loan is a sum of money that one or more individuals or companies borrow from banks or

other financial institutions so as to financially manage planned or unplanned events in doing

so, the borrower incurs a debt which he has to pay back with interest and within a given

period of time the recipient and the lender must agree on the terms of the loan before any

money changes hands, in some cases, the lender requires the borrower to offer an asset up for

collateral, which will be outlined in the loan document.

BUCB offers the following loans:

 GOLD LOAN
 BUSINESS LOAN
 VECHICLE LOAN
 CASH CREDIT LOAN
 HOUSING LOAN
 MORTGAGE LOAN
 AGRICULTURAL LOAN
 LOAN FOR PURCHASE A LAND OR CONSTRUCTION OF HOUSE

TYPES OF LOAN LOAN AMT MAX LOAN INTEREST RATE

DURATION
Mortgage loan Up to 50,000 84 months 10.10%

50,000 to 2 lakhs 84 months 11.10%

2 lakhs to 5 lakhs 96 months 13.00%

Housing loan 2 lakhs to 5 lakhs 20 yrs 10.50%

5 lakhs to 10 lakhs 20 yrs 11.10%

10 lakhs and above 20 yrs 11.40%

Cash credit loan Up to 5 lakhs 7 yrs 12.10%

Above 5 lakhs to 1 cr 7 yrs 12.75%

Business loan - - 12%

Vehicle loan 80% of vehicle value 36 months 12.26%

 Two-wheeler

Agricultural loan Up to 5 lakhs 7 yrs 11.16%

Above 5 lakhs 7 yrs 12.25%

Loans for purchase of 12.10%

land and construction of
house
Gold loan Up to 2lakhs 15 days 7.00%

Up to 2 lakhs 3 months 9.75%

Up to 2 lakhs 1 yr 9.50%

Table No – 05

2.8OWNERSHIP PATTERN

1 Shri B.M Prasanna president

2 Shri M. P Tarnath Vice president

3 Shri R. S Subramanya director

4 Shri B. N Chandrashekar director

 5 Mrs M. V Hemavathi director

6 Shri B. S Lakshmangowda director

7 Mrs H. M Leela director

8 Shri. Vijayakumar director

9 Shri. Saganegowda director

10 Mr. S. K Nagesh director

11 Shri. K. V. Balramgowda director

12 Mr. B.B. Shivraj director

13 Smt. Jayashree gururaj director

Table no - 06 Ownership pattern

2.9 ACHIVEMENTS:
 BUCB successfully completing 25 years of services without any complaints.

 Their net NPA is decreased as compared to last year NPA i.e. net NPA in 2022 is 8.76%,
net NPA in 2023 is 7.62%.

 They majorly Supporting local businesses, promoting financial inclusion and contributes
to the community development in the urban area.

 They never neglect an any each individual customer in their life time

Future growth and prospects

 To emerge as the best co-operative bank of the city.

 To mobilize deposits of Rs 100crores and to increase our loans and advances to Rs

80Crores and to increase our branch network in near future.

 To implement core banking system to provide state banking service to the customer.

 To provide an ATM service to customers.

 The urban bank has major expansion plans for FY24. The bank said it will form new
partnerships for loans, credit cards and deposit products every three weeks.
 In early next year, the urban cooperative bank and its subsidiary urban bank had
announced a transformational merger, which is expected to be completed in about
15 to 18 months.

 The bank will launch more products and services under its ‘Digital 2.0’ drive in the
upcoming quarters.
 CHAPTER – 03
Mckensy’s 7S FRAMEWORK AND PORTER’S FIVE FORCE MODEL

3.1 Mckensy’s 7S Framework:

The Mckensy’s 7s framework is a management model developed by business consultants

Robert H. Waterman Jr. and Tom Peter in 1980s. this was a strategic vision of groups, to
include businesses, business units, and teams.

The mckensy’s7s model refers to a tool that analyzes a company’s “organizational design”.
The goal of the model is to depict how effectiveness can be achieved in an organization
through the interaction of seven key elements.

The followings are the 7 key elements for the organization:

The Mckensy’s 7s model involves seven interdependent factors which are

categorized as either "hard" or "soft" elements. Hard elements are easily identified
 and influenced by the management, while soft elements are more intangible, and
influenced by corporate culture.

Hard Element Soft Elements

Strategy Shared values

Structure Skills

Systems Style

Staff

3.1.1 STRATEGY:

A strategy element is a detailed plan that organisations create for successful change
implementation and to gain a competitive edge.

In urban co-operative bank they conduct Board meetings every 3 months to know about how the
banks activities are going on and make an effective strategy to develop the bank and improve the
values of a bank.

The bank conduct “General meeting of all members” once in a year. In this meeting they
approach the new customers to open bank account and use the verities of services available in the
bank.

The board of directors are also approaching the new peoples to use the banking facilities.

They give higher interests rate on deposits and FD deposits to attract more customers.

And also, bank give incentives and bonus to the employs to boost their work efficiency.

3.1.2 STRUCTURE:

Every organization no matter big or small has got its own organization structure. Creating the
structure is a difficult task for the management. Structure should be formed in such a manner that
it’s neither complicated for the employees nor for the management to control it.
Structure at management level of the organization, this is how BCUB is organised:

President - Mr Saganegowda

Vice President - Mr. M. P. Tarnath

Directors - Mrs M. V. Hemavathi

Mr Vijayakumar

Mr R.S Subramanya

Mr B.B. Shivaraj

Mrs Jayashree Gururaj

Mr B.N Chandrashekhar

Mr B.S Lakshmangowda

Mr B.M Prasanna

Mr K.V Balaramegowda

Mrs H.M Leela

Mr S.K Nagesh

The branch manager and all the employees of the branch are accountable to the president
and also all directors. The president takes all the decision and manages the activities of the
bank with his vice president and with all directors.

3.1.3 SYSTEMS

Every organization has some systems or internal processes to support and

implement the strategy and run day-to-day affairs. These processes are normally
strictly followed and are designed to achieve maximum effectiveness. The kind of
systems used by the bank.

Computer systems:

The bank has got all the best facilities to meet the requirements of their customers,
keeping in mind the booming of business sector and the very much urge of meeting
the fast transactions.

Risk management systems:

It means managing the risk, the objective of the bank is to maximize its profit by
making investments in profitable channel. Thus, by minimizing the risk bank tries
to gain investor’s confidence and enhances its profitability.

Control system

The bank has very good control systems in all areas of its operations, it makes
continuous review from time to time, and has adopted very strict measures to
maintain its work standards, and the bank also undergoes audit inspection to
measure its performance to meet the customer complaints and to settle down the
routine problems.

3.1.4 STYLE

The urban co-operative banks have a participative leadership style. Through a

participative leadership style, the co-operative bank is able to engage and involve it
employees in decision making processes and managerial decisions.

This also allows the leadership to regularly interact with the employees and different
managerial groups.

Through its participative leadership, the urban Co-operative Bank is able to enhance
employee motivation, and increase organisational commitment and ownership amongst
employees as well as other stakeholder.

3.1.5 STAFF
The organization is built up with the people, who are termed as staff and they are
the ones who define the organization and build its scope and prospects. The
employees appointed for the job must be well trained, provide them training with
necessary skills and knowledge so that they can perform their work effectively and
efficiently, the bank has got a staff training college in Bangalore, where it provides
the training to the new as well as existing entrants.
The staffs are also involved in the process of decision making and also helps in
strategy formulation because the bank has a participative leadership style.

The staff structure of the organization was:

 Mr. D.K. Shiva Shankar - Manager
 Mrs. H.D. Manjula - Accountant
 Mr. R. A. Kalyan Kumar - Field officer
 Mr. K. S. Ramesh - Senior Assistant
  Mrs. D.K. Bharati - Junior Assistants
 Mr. C.J Tirtha prasad - Assistant
 Mr. S. K. Suresh, - clerk

3.1.6 SHARED VALUES:

The core values at the Urban Co-operative Bank are defined and communicated to
foster a creative and supportive organisational structure. The core values at the Co-
operative bank include, but are not limited to:

 Creativity
 Honesty
 Transparency
 Accounting
 Trust
 Quality

The Urban Co-operative Bank also ensures that all its activities and operations are
conducted with high ethical and moral standards.
All its job tasks and role are aligned with the core values that the company propagates.
This means that all activities, tactics, and strategies employed by the banks, will
reflects its core values.

3.1.7 SKILLS:

Skills refer to set knowledge and talent which the employee need to have in him to attend the
organization goal. Skills are possessed based on the qualification of an individual and the sound
knowledge and experience that the employee would possess on his work.

The skills which is needed in the organization are:

 Computer skill

 Math aptitude

 Problem solver
 Leadership skill

 Project management

 Communication

 Good listener.

3.2 Porter’s Five Force Model:

Porter Five Forces Model was proposed by Michael E. Porter in 1979. The purpose
was to assess and evaluate the competitive positioning and strengths of business
organizations. The model has three horizontal competitive forces (Threat of Substitute
Products or services, the threat of new entrants and rivalry among existing firms) and
two vertical forces (Bargaining power of buyers and bargaining power of suppliers).

These forces shape the competition within any industry. The overall industry
competitiveness declines when these forces reduce profitability. Many new companies
use the Porter Five Forces Model to decide whether it is profitable to enter in a
particular industry.
3.2.1 THREAT OF NEW ENTRANTS
The urban co-operative bank may face a moderate threat of new entrants,
depending on regulatory barriers and the ease of obtaining necessary licenses to
operate in the banking sector.
Factors affecting the threat of new entry barriers:
 Government licensing and RBI regulations
 Skills
 manpower
 High initial investment
 Protected intellectual property

In Belur, HDFC and AXIS banks are the new entrants to the market. They started in the
month of October 2023, they offer various services to the people to attract and gain
competitive advantage. Entry of these banks may affect the urban co-operative bank.

3.2.2 BARGAINING POWER OF SUPPLIERS

Capital is the primary resource on any bank and there are four major suppliers of
capital in the industry. 1. Customer deposits. 2. Mortgages and loans. 3. mortgage-
backed securities. 4. loans from other financial institutions.

By utilizing these four major suppliers, the bank can be sure that they have the
necessary resources required to service their customers' borrowing needs while
maintaining enough expectations. The power of the suppliers is largely based on
the market, their power is often considered to fluctuate between medium to high.
The bargaining power of suppliers may vary, but advancement in technology could
influence their negotiating power.

3.2.3 BARGAINING POWER OF CUSTOMERS:

Buyers may threaten an organisation by forcing down prices, bargaining for higher quality or
more services, and playing competitors against each other. This consequently reduces
profitability.

The individual doesn't pose much of a threat to the banking industry, but one major
factor affecting the power of buyers is relatively high switching costs. If a person
has one bank that services their banking needs, mortgage, savings, checking, etc, it
can be a huge hassle for that. To try and convince customers to switch to their bank
they will often times lower the price of switching, though most people still prefer to
stick with their current bank.

The internet has greatly increased the power of the consumer in the banking
industry. The internet has greatly increased the ease and reduced the cost for
 consumers to compare the prices of opening/holding accounts as well as the rates
offered at various banks.

3.2.4 THREATS OF SUBSTITUTES

The threat of substitutes for BUCB could come from traditional banks, online banking
platforms, or other financial institutions offering similar services. This threat depends on
the level of differentiation and unique services provided by the urban co-operative bank.

Technological advancements might introduce alternative financial services. Some banks

in Belur provides different services to the customers to attract more customers. As
compared to BUCB other banks in Belur provides net banking services, credit card
facilities, and ATM services and also some of various special services.

SBI, Canara Bank, Corporation bank, Bank of Baroda, Axis Bank, HDFC Bank and
HDCC bank provides specialized services. This is the threat of BUCB

3.2.5 COMPETATIVE RIVALRY

BUCB face competition from other banks, including co-operative societies. Neck to
neck competitors of BUCB are as follows:
 SBI
 Canara Bank
 HDCC Bank
 Bank of Baroda
 Corporation Bank

BUCB face challenges in adopting technology and acquiring the necessary skill set. They
also face delays in service delivery.

To become competitive, BCUB should:

 Change with time
 Bring professionalism
 Transparency
 Meet financial parameters

CHAPTER – 04

SWOT ANALYSIS
1. SWOT
SWOT analysis is the strategic planning and strategic management technique used to help
a person or organisation to identify strengths, weaknesses, opportunities, and threats
related to business competition or project planning. It is sometimes called situational
assessment or situational analysis.

 Strengths: characteristics of the business or project that give it an advantage over

others

 Weaknesses: characteristics that place the business or project at a disadvantage

relative to others

 Opportunities: elements in the environment that the business or project could exploit
to its advantage

 Threats: elements in the environment that could cause trouble for the business or
project
 STRENGTHS WEAKNESSES

 Lesser rate of interest on loan  Lack of professionalism

 Customer friendly employees
 Low service charges
 0.50% higher interest on FD to senior
citizens
 Transparency in accounting
 Business among members
 Lack of infrastructure
 Lack of technical knowledge
 Restricted to small area of operation
 Restriction on accepting government
deposits
 No other branches

OPPORTUNITIES THREATS

 Large untapped area for operation  Competition from nationalized and

 Linkage of co-operatives
 Introducing ATM facilities
 Starting net banking
 Open new branches in different
locations
 Diversification of services
commercialized banks
 Political control on bank
 Increasing interest rate on deposits
 Small network for operation
 Changes in technology
 Regulatory controls s

CHAPTER – 05

ANALYSIS OF FINANCIAL STATEMENT

Financial statement:
Financial Statements are written records that convey the business activities and the financial
performance of a company. Financial statements are often audited by government agencies,
accountants, firms, etc. to ensure accuracy and for tax, financing or investing purposes. For profit
primary financial statements include the balance sheet, income statements, statement of cash
flow, and statement of changes in equity. Non-profit entities use a similar but different set of
financial statements. Investors and financial analysts rely on financial data to analyse the
performance of a company and make predictions about the future direction of the company’s
stock price. One of the most important resources of reliable and audited financial data is the
annual report, which contains the firm’s financial statements.

TOOLS AND TECHNIQUES OF FINANCIAL STATEMENTS

ANALYSIS
 Comparative balance sheet
 Trend analysis
 Current ratio
 Quick ratio
 Proprietary ratio
 Return on asset ratio
 Return on equity ratio

5.1 Balance sheet of Belur Urban Co-operative Bank as the year ended 31
March
Particular April 1 -2022 - April 1 -2021 - April 1 -2019 -
March 31 2023 March 31 2022 March 31 2021

Equities and liabilities Amt in Rs Amt in Rs Amt in Rs

Shareholders fund
 Equity share capital 1,03,553 1,03,553 1,03,553
Share application 000 000 000
money
Total share capital 1,03,553 1,03,553 1,03,553
Reserves 97,18,736 84,87,419 76,01,019
Total shareholders 98,22,289 85,90,972 77,04,572
fund
Deposits 12,03,68,779 10,45,93,856 9,66,99,693
Borrowings 1,01,91,048 1,03,89,929 66,84,793
Other liabilities and 54,74,038 42,25,227 44,47,419
provisions

Total Equities and 14,58,56,154 12,77,99,984 11,55,36,478

Liabilities

Assets
Cash and Balances 54,88,263 55,18,441 38,84,104
with Reserve Bank of
India
Cash in banks 40,82.061 67,47,059 81,57,178
Investments 3,62,48,536 3,15,79,539 2,61,22,027
Advances 9,40,99,827 7,77,15,518 7,06,30,051
Fixed assets 8,70,657 9,92,190 8,01,625
Other assets 50,66,810 52,47,237 59,41,493

Total Assets 14,58,56,154 12,77,99,984 11,55,36,478

5.2 Profit and Loss Account of BUCB:

Particular April 1 -2022- April 1 -2021 - April 1 -2019 -
March 31 2023 March 31 2022 March 31 2021
Income Amt in Rs Amt in Rs Amt in Rs
Interest / discount on 64,07,349 49,27,853 50,05,212
advances
Income from investment 22,15,600 17,61,721 17,07,712
 Interest on balance with 1,43,741 1,01,517 1,45,092
RBI and other banks

Others 1,92,164 1,96,987 1,91,490

Total interest earned 89,58,854 69,88,078 70,49,506

Other income 10,02,584 11,48,395 12,36,444

Total income 99,61,438 81,36,473 82,85,950

Expenditure
Interest expended 48,23,253 37,25,944 41,68,604
Payments to provision 13,35,266 11,97,884 11,44,553
for employees
Depreciation 1,95,473 1,38,972 1,31,454
Operating expenses 9,21,093 8.34,787 7,78,358
total operating 24,51,831 21,71,644 20,54,366
expenses

Provision towards 5,61,702 2,11,416 4,72,705

income tax
Other provision and 7,13,690 13,00,241 15,07,380
contingencies
Total Expenditure 85, 50,476 74,09,245 82,03,054

Net Profit / Loss for the 14,10,962 7,27,228 82,896

year

5.3 COMPARATIVE ANALYSIS OF PROFIT AND LOSS ACCOUNT

Particular April 1 - April 1 - Changes in Changes in
2021 -March 2022- Absolute Percentage
31 2022 March 31 value
2023
Income Amt in Rs Amt in Rs
Interest / 49,27,853 64,07,349 14,79,496 30.02
discount on
advances
 Income from 17,61,721 22,15,600 4,53,879 25.76
investment
Interest on 1,01,517 1,43,741 42,224 41.59
balance with
RBI and other
banks
Others 1,96,987 1,92,164 -4,823 -2.45

Total interest 69,88,078 89,58,854 19,70,776 28.20

earned
Other income 11,48,395 10,02,584 -1,45,811 -12.69
Total income 81,36,473 99,61,438 18,24,965 22.43

Expenditure
Interest expended 37,25,944 48,23,253 10,97,309 29.45
Payments to 11,97,884 13,35,266 1,37,382 11.47
provision for
employees
Depreciation 1,38,972 1,95,473 56,501 40.66
Operating expenses8,34,787 9,21,093 86,306 10.34
total operating 21,71,644 24,51,831 2,08,187 12.90
expenses

Provision 2,11,416 5,61,702 3,50,286 165.68

towards income
tax
Other provision and13,00,241 7,13,690 -5,86,551 -45.11
contingencies
Total Expenditure74,09,245 85, 50,476 11,41,231 15.40

Net Profit / Loss 7,27,228 14,10,962 6,83,734 94.01

for the year

5.4 COMPARATIVE BALANCE SHEET

Particular April 1 -2021 - April 1 -2022 - Changes Changes

March 31 2022 March 31 2023 in in
Absolute percentage
value
Equities and Amt in Rs Amt in Rs
liabilities
Shareholders fund
Equity share capital 1,03,553 1,03,553 Nill Nill
Share application 000 000 _ _
money
Total share 1,03,553 1,03,553 _ _
capital
Reserves 84,87,419 97,18,736 12,31,317 14.50
Total shareholders 85,90,972 98,22,289 12,31,317 14,33
fund
Deposits 10,45,93,856 12,03,68,779 1,57,74,923 15.08
Borrowings 1,03,89,929 1,01,91,048 1,98,881 1.91
Other liabilities and 42,25,227 54,74,038 12,48,811 29.56
provisions

Total Equities and 12,77,99,984 14,58,56,154 1,80,56,170 14.13

Liabilities

Assets
Cash and Balances 55,18,441 54,88,263 -30,178 -0.55
with Reserve Bank
of India
Cash in banks 67,47,059 40,82.061 -26,64,998 -39.5
Investments 3,15,79,539 3,62,48,536 46,68.997 14.78
Advances 7,77,15,518 9,40,99,827 1,63,84,309 21.08
Fixed assets 9,92,190 8,70,657 -1,21,533 -12.25
Other assets 52,47,237 50,66,810 -1,80,427 -3.44

Total Assets 12,77,99,984 14,58,56,154 1,80,56,170 14.13

 CHAPTER – 06

LEARNING EXPERIENCE

LEARNING EXPERIENCE

I am collecting information about BELUR Urban co-operative bank, the most

important thing I have learnt from the organisation is how to be punctual and how to
acquire knowledge working in an organisation we can improve our communication
skills. The environment is totally different in the corporate world. Every work is done
in a systematic manner and to shift the load every department is again sub-dividend so
that the organisation runs smoothly. We should always keep in mind that we should
assign right job to the right person.
Which give instruments on how to behave in the company premises and
instruction to me follow the rules and regulation of the organisation the most
significant lessons, which I have learnt from the organisation is customers are the
most valuable assets of the organisation and it is very important to keep them
satisfied.

 I came to know the importance of various functions of management such as

planning, organizing, directing and controlling which helps in guiding the
organization in each and every aspect.

 Customer relationship.

 Time management.

 Team building.

 Cordial relationship between the employers and employees.

Finally, this study gave me the clear idea about the working condition in the organization
which will help me in the future days. The study helped me in improving my practical
knowledge and was beneficial in gaining the confidence and the awareness in the real-
world situations.
BIBLIOGRAPHY:

 https://en.wikipedia.org/wiki/The_Co-operative_Bank

 https://www.nelito.com/the-top-10-cooperative-banks-in-india-2022.html

 https://unacademy.com/content/ssc/study-material/general-awareness/types-of-

banks-in-india/

 https://byjus.com/question-answer/how-do-banks-play-an-important-role-in-the-

economy-of-india-explain/

 https://www.forbesindia.com/article/explainers/top-10-banks-india-by-market-cap/

87913/1

 https://rbi.org.in/history/Brief_Fun_UrbanCoopBanks.html

 https://www.selfstudys.com/sitepdfs/1K1OtLjKehlF8wyrE40o

 https://en.wikipedia.org/wiki/SWOT_analysis

 https://www.isc.hbs.edu/strategy/business-strategy/Pages/the-five-forces.aspx

 https://en.wikipedia.org/wiki/Porter%27s_five_forces_analysis

 https://en.wikipedia.org/wiki/McKinsey_7S_Framework