Beruflich Dokumente
Kultur Dokumente
1981
1991
2001
Urban
Total Census Houses
159.46
683.33
217.60
846.30
285.00
1027.0 0
36.46
23.85
30.97
21.35
Rural
of which pucca residential stock (in %)
113.96
142.98
177.50
25.47
24.14
22.53
30.58
35.36
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Item
1999-00
2000-01
2001-02
2002-03
2003-04
Household Saving
17.9
20.8
21.9
22.6
23.3
24.3
a. Financial Assets
9.8
10.5
10.7
11.2
10.3
11.4
b. Physical Assets
8.1
10.3
11.2
11.4
13.0
13.0
Fiscal Concessions Legal Reforms Wider Network - Banks/Housing Finance Companies Consumer Friendly Products/Approach Increasing number of Real Estate Developers
10.00%
12.00%
14.00%
16.00%
18.00%
20.00%
6.00%
8.00%
Ja n9 5 5 6 6 7 7 8 8 9 9 0 0 1 Ju Ja l-0 n0 Ju Ja l-0 n0 Ju Ja l-0 n0 Ju l-0 1 2 2 3 3 4 4 l-9 Ju Ja n9 l-9 Ju Ja n9 l-9 Ju Ja n9 l-9 Ju Ja n9 l-9 Ju Ja n0 l-0 Ju Ja n0
Months
India has a current housing shortage of 22 million units (both in rural and urban areas). It will increase to 42 million by the end of 9th five-year plan.
Rural areas are still neglected, both under infrastructure and housing, resulting in shift towards urban centres.
Bulk of these resources will come from the formal sector such as HFCs, Banks and FIs.
In India the ratio is just around 1.6%. After including other indirect agencies like Govt. and institutions, the percentage share will be less than 2%
The interest rate risk will be exposed once the interest rates start moving northwards.
Thanks to NHB, who want to introduce this Scheme by starting a separate Subsidiary. The success of this Scheme will depend on the premium rate. Indians are traditionally and emotionally attached to their own house therefore, the default ratio is low. the recovery percentage is as high as 98 to 99%. Taking this factor into consideration, RBI has now reduced the Risk weight to 75% taking into account the good asset quality.
Issue directions to housing finance institutions to ensure their growth on sound lines
The guidelines are reviewed and modified from time to time in the light of developments in the financial and housing sectors.
Venture capital
Venture capital
In India, venture capital has been around for some time now. The performance has been mixed. The fundamental principal underlying venture capital fund is "No return without risk and greater the risk, greater the return". Venture capital is a booster for new entrepreneurs.
Venture capital
A venture capital fund is a fund, which in many ways is like mutual fund. It raises funds from several investors, who generally have a large appetite for risk and are looking out for greater returns.
Venture capital
These funds are then invested in several fledging enterprises, which need funds, but are unable to access them through the conventional sources such as banks and financial institutions. Typically, such enterprises are started by first generation entrepreneurs.
Venture capital
Since most of the ventures financed through this route are in new areas, the probability of their success is very low. The venture capitalist is however not worried because the deal, which succeeds, nets a very high return on his investments.
The return generally comes in the form of selling the stocks when they get listed on the stock exchange. If the venture fails (more often then not), the entire amount gets written off.
Venture capital
Venture capital funding may be by way of investment in the equity of the new enterprise or by way of debt or a combination of both, though equity is the most preferred route.
To conclude, a venture financier is one who funds a start up company, in most cases promoted by a first generation technocrat promoter with equity. Exit is preferably through listing on stock exchanges.
Venture capital
This method has been extremely successful in USA, and venture funds have been credited with the success of technology companies in Silicon Valley. The entire computer industry thrives on it. One can ask why venture funding is so successful in USA and has a not-so-impressive track record in India.
Venture capital
For any venture idea to succeed, there should be a product which has a growing market with a scalable business model. The IT industry (which is most suited for venture funding because of its "ideas" nature) in India till recently had a service centric business model.
Venture capital
Also, till early 90s, under the license raj regime, only commodity oriented businesses thrived in a deficit situation. To fund a cement plant, venture capital is not needed. What was needed was ability to get a license and then get the project funded by the banks and DFIs. In most cases, the promoters were well established industrial houses, with no apparent need for funds.
TDICI (now ICICI ventures) and Gujarat Venture were one of the first venture capital organizations in India. Both these organizations were promoted by the financial institutions.
The sources of these funds are normally the financial institutions or foreign institutional investors or pension funds and high net-worth individuals etc.
Securities and Exchange Board of India (SEBI) has come out with guidelines to which a venture capital fund has to adhere in order to carry out its activities in India.
What they do is provide mezzanine or bridge funding and are better known as private equity players.
This article aims to give a bird-eyes view of the various guidelines a venture fund has to adhere to in India.
In the global venture capital industry, investors and investee firms work together closely in an enabling environment that allows entrepreneurs to focus on value creating ideas
In various developed and developing economies, venture capital has played a significant developmental role. India, along with Israel, Taiwan and the US, is recognized for its globally competitive high technology and human capital.
It is also important to recognise that while India is doing very well in IT and software, it is still behind in terms of product and packaged development. Many experts believe that just as the US did in the semiconductor industry in the eighties, it is time for India to move to a higher level in the value chain.
This is not expected to happen automatically. The sequence of steps in the high technology value chain is information, knowledge, ideas, innovation, product development and marketing. Basically, India is still at the level of knowledge'.
Given the limited infrastructure, low foreign investment and other transitional problems, it certainly needs policy support to move to the third stage - ie, ideas - and beyond, towards innovation and product development. This is crucial for sustainable growth and for maintaining India's competitive edge.
This will take capital and other support, which can be provided by venture capitalists.
MERCHANT BANKING
Definition
Merchant banking may be defined as, an institution which covers a wide range of activities such as management of customer services, portfolio management, credit syndication, acceptance credit, counselling, insurance etc.
The Notification of the Ministry of Finance defines a merchant banker as, any person who is engaged in the business of issue management either by making arrangements regarding selling, buying or subscribing to the securities as manager, consultant, advisor or rendering corporate advisory service in relation to such issue management.
A merchant banker is a financial intermediary who helps to transfer capital from those who possess it to those who need it. Merchant banking includes a wide range of activities such as management of customers securities, portfolio management, project counseling and appraisal, underwriting of shares and debentures, loan syndication, acting as banker for the refund orders, handling interest and dividend warrants etc. Thus, a merchant banker renders a host of services to corporate and merchant banker promotes industrial development in the country.
Post issue management includes the following: Collection of application forms Screening the applications Deciding allotment procedure Mailing of letter of allotment Issue of share certificates Refund of application money to nonallotters
A merchant banker acts as a liasoning officer at the event of mergers and acquisitions. He helps the company in managing its portfolio. A merchant banker help their clients in off shore financing such as long term foreign currency loans, joint ventures abroad, licensing and franchising, financing exports and imports, foreign collaboration arrangements etc
The services of Merchant bankers also include investment advisory to Non-Resident Indians in terms of identification of investment opportunities, selection of securities, investment management etc. They also take care of the operational details like purchase and sale of securities, securing necessary clearance from RBI.
CREDIT CARDS
A credit card is a thin plastic card, with a magnetic strip usually 3-1/8 inches by 2-1/8 inches in size that contains identification information such as a signature or picture, and authorizes the person named on it to charge purchases or services to his account -- charges for which he will be billed periodically. Today, the information on the card is read by: automated teller machines (ATMs), store readers, and bank and Internet computers.
Imagine what a credit purchase would be like without it, the sales person would have to record your identity, billing address, and terms of repayment. According to Encyclopedia Britannica, "the use of credit cards originated in the United States during the 1920s, when individual firms, such as oil companies and hotel chains, began issuing them to customers."
However, references to credit cards have been made as far back as 1890 in Europe. Early credit cards involved sales directly between the merchant offering the credit and credit card, and that merchant's customer.
Around 1938, companies started to accept each other's cards. Today, credit cards allow you to make purchases with countless third parties.
The Diners Club card was at first technically a charge card rather than a credit card since the customer had to repay the entire amount when billed by Diners Club. American Express issued their first credit card in 1958.
Bank of America issued the BankAmericard (now Visa) bank credit card later in 1958.
By the mid-'70s, the U.S. Congress begin regulating the credit card industry by banning such practices as the mass mailing of active credit cards to those who had not requested them. However, not all regulations have been as consumer friendly.
In 1996, the U.S. Supreme Court in Smiley vs. Citibank lifted restrictions on the amount of late penalty fees a credit card company could charge. Deregulation has also allowed very high interest rates to be charged.
Annual fee A bank charge for use of a credit card levied each year, which ranges depending upon the type of card one possesses. Banks usually take an initial fixed amount in the first year and then a lower amount as yearly renewal fees.
Revolving Line Of Credit - An agreement to lend a specific amount to a borrower and to allow that amount to be borrowed again once it has been repaid. Most credit cards offer revolving credit.
Personal Identification Number (PIN) - As a security measure, some cards require a number to be punched into a keypad before a transaction can be completed. The number can usually be changed by the cardholder. Teaser Rate - Often called the introductory rate, it is the below-market interest rate offered to new customers to switch credit cards.
Joint Credit - Issued to a couple based on both of their assets, incomes and credit reports. It generally results in a higher credit limit, but makes both parties responsible for repaying the debt.
Types of cards
MasterCard Master Card is a product of MasterCard International and along with VISA are distributed by financial institutions around the world. Cardholders borrow money against a line of credit and pay it back with interest if the balance is carried over from month to month. Its products are issued by 23,000 financial institutions in 220 countries and territories. cards in circulation, whose users spent $650 billion in more than 16.2 million locations.
VISA Card VISA cards is a product of VISA USA and along with MasterCard is distributed by financial institutions around the world. A VISA cardholder borrows money against a credit line and repays the money with interest if the balance is carried over from month to month in a revolving line of credit.
Nearly 600 million cards carry one of the VISA brands and more than 14 million locations accept VISA cards.
Affinity Cards - A card offered by two organizations, one a lending institution, the other a non-financial group. Schools, non-profit groups, pro wrestlers, popular singers and airlines are among those featured on affinity cards. Usually, use of the card entitles holders to special discounts or deals from the non-financial group.
Classic Card Brand name for the standard card issued by VISA. Gold Card/Executive Card A credit card that offers a higher line of credit than a standard card. Income eligibility is also higher. In addition, issuers provide extra perks or incentives to cardholders.
Standard Card It is the most basic card offered by issuers. Platinum Card A credit card with a higher limit and additional perks than a gold card.
Titanium Card A card with an even higher limit than a platinum card. Secured Card A credit card that a cardholder secures with a savings deposit to ensure payment of the outstanding balance if the cardholder defaults on payments.
It is used by people new to credit, or people trying to rebuild their poor credit ratings.
Smart Card Smart cards, sometimes called chip cards, contain a computer chip embedded in the plastic. Where a typical credit card's magnetic stripe can hold only a few dozen characters, smart cards are now available with 16K of memory.
When read by a special terminals, the cards can perform a number of functions or access data stored in the chip.
These cards can be used as cash cards or as credit cards with a preset credit limit, or used as ID cards with stored-in passwords.
Charge Card Falls between a debit and credit card. Works like the latter and you don't have to be an accountholder. Just pay up in full when the bill arrives with the mail. No outstanding are allowed, in other words, no revolving credit facility either. American Express and Diners are providers.
Rebate Card This is a card that allows the customer to accumulate cash, merchandise or services based on card usage.
Cash Card Cash cards, similar to pre-paid phone cards, contain a set amount of value, which can be read by a special cash card reader.
Participating retailers will use the reader to debit the card in increments until the value is gone.
The cards are like cash -- they have no built-in security, so if lost or stolen, they can be used by anyone.
Travel Card These work mostly as debit cards for the limited purpose of travel. Citibank Dollar Card, American Express, Bobcard Global and Hongbank Bank Thomas Cook International Card are among the players in this section.
Debit Card It is the accountholder's mobile ATM. Open an account with a bank that offers a debit card, and payments for purchases are deducted from your bank account. The retailer swipes the card over an electronic terminal at his outlet, you enter the personal identification number on a PIN pad and the money is immediately debited at the bank. Citibank and a few domestic banks like Times Bank offer this.
If the card issuer charges 15% on money lent to users, and pays 5% on that same amount, they are essentially making 10% on the loan. This 5% difference is the "interest expense."
Operating Costs. This is the cost of running the credit card portfolio, including everything from paying the executives who run the company and their secretaries to printing the plastics to mailing the statements to running the computers that keep track of every cardholder's balance to taking the many phone calls which cardholders place to their issuer to tracking down fraud rings to protect the customers. The expenses involved in taking phone calls from customers are usually the greatest of these categories.
Charge Offs. Some customers never pay their credit card bill.
In any given year, anywhere from 4% to 9% of the money that a bank lends to its credit card customers will never be repaid. Some credit card issuers have had various troubles and seen this number rise to over 20%. As this number climbs or becomes erratic, officials from the Federal Reserve take a close look at the finances of the bank and may impose various operating strictures on the bank, and in the most extreme cases, may close the bank entirely.
Rewards Costs. Many credit card customers receive rewards, such as airline miles or cash back, as an incentive to use the card. Rewards are generally tied to spending money on the card, which may or may not include balance transfers, cash advances, or other special uses.
These rewards rarely cost credit card issuers less than 0.25% or more than 2%, and in fact will usually run in the 0.5% to 1% range, as a percentage of purchases.
Fraud costs.
Where a card is stolen, or an unauthorized duplicate made, a most card issuers will refund some or all of the charges that the customer would have otherwise received, for things they didn't buy.
These refunds will in some cases be at the expense of the merchant, especially in mail order cases where the merchant cannot claim sight of the card, but in other cases, these costs must be borne by the card issuer.
The cost of fraud is high; in the UK in 2004 it was over 500 million.
Offsetting those costs are the following revenues: Interchange fees. Interchange fees are charged by the merchant's acquirer to a cardaccepting merchant as component of the so-called merchant discount fee.
The merchant pays a merchant discount fee that is typically 2 to 3 percent (this is negotiated, but will vary not only from merchant to merchant, but also from card to card, with business cards and rewards cards generally costing the merchants more to process), which is why some merchants prefer cash, debit cards, or even checks. The majority of this fee, called the interchange fee, goes to the issuing bank, but parts of it go to the processing network, the card brand (American Express, Visa, MasterCard, etc.), and the merchant's acquirer.
The interchange fee that applies to a particular merchant is a function of many variables including the type of merchant, the merchant's average ticket dollar amount, whether the cards are physically present, if the card's magnetic stripe is read or if the transaction is hand-keyed, the specific type of card, when the transaction is settled, the authorized and settled transaction amounts, etc. For a typical credit card issuer, interchange fee revenues may represent about fifteen percent of total revenues, but this will vary greatly with the type of customers represented in their portfolio. Customers who carry high balances will have low interchange revenues, while customers who use their cards for business and spend hundreds of thousands of dollars a year on their cards will have very healthy interchange revenues.
Charging interest on outstanding balances. Customers who do not pay in full the amount owed on their monthly statement (the "balance") by the due date (that is, at the end of the "grace period") owe interest ("finance charges"). These customers are known in the industry as "revolvers". Those who pay in full (pay the entire balance) do not. These customers are known in the industry as "transactors" or "convenience users".
Fees charged to customers. The major fees are for: (1) late payments; (2) charges that result in exceeding the credit limit on the card (whether done deliberately or by mistake); (3) Returned check fees or payment processing fees (eg phone payment fee); (4) cash advances and convenience checks (often 3 percent of the amount);
(5) transactions in a foreign currency (as much as 3 percent of the amount; a few financial institutions charge no fee for this -- it is worth noting as an aside that the credit card issuer charges a fee on top of the international bank rate when converting currency, which in most circumstances is a better rate than is available elsewhere, even with the fee added on); and
(6) membership fees (annual or monthly), sometimes a percentage of the credit limit.