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Submitted by:
Varun Sharma um10308
Samdeep Soni um10305
Cost of capital
Cost of capital refers to the cost of equity if the business is financed solely
through equity or to the cost of debt if it is financed solely through debt.
Many companies use a combination of debt and equity .
The cost of various capital sources varies from company to company, and
depends on factors such as its operating history, profitability, credit
worthiness, etc.
Debt financing has the advantage of being more tax-efficient. However, too
much debt can result in dangerously high leverage, resulting in higher
interest rates sought by lenders to offset the higher default risk.
Types of cost
Fixed costs are expenses that do not change in proportion to the activity of
a business, within the relevant period or scale of production. For example, a
retailer must pay rent and utility bills irrespective of sales.
Variable costs by contrast change in relation to the activity of a business
such as sales or production volume. In the example of the retailer, variable
costs may primarily be composed of inventory (goods purchased for sale),
and the cost of goods is therefore almost entirely variable.
Average cost per unit is equal to total cost divided by the number of goods
produced.
Marginal cost is the change in total cost that arises when the quantity
produced changes by one unit.
But fixed costs, such as rent and support staff, can cause financial problems
when appraisal assignments drop off quickly.
Don't offer lower prices to a client that isn't price sensitive. Why give away
your profits?
Know your costs on appraisals. The high fee jobs may not be the most
profitable. It may be more profitable to set up referral alliances with
appraisers in other geographic areas, rather than spend the time traveling
and doing extra research on an area you're not familiar with
"Lease" your employees. Instead of laying off an experienced secretary, lease him
or her to another company until business picks up again.
Use temporary help whenever possible when your business substantially increases.
That's how the mortgage lending industry handled the 1991 to 1993 substantial
increases in lending volumes
Use part-time support staff. They don't require benefits and usually have more
flexible hours. Laying off a part-timer, or cutting back their hours, is much easier
than a long-term loyal, full-time employee.
Use office warehouse companies like Office Club. They usually offer the
lowest prices. Many will deliver. Don't forget discount stores like Price Club,
Wal-Mart, and Costco. Many carry some of the most-purchased office
supplies, like paper, pens, and laser-jet cartridges. You don't always need to
buy brand names.
Keep close track of inventory so you don't have to pay someone to "run
over" to the nearby high-priced office supply store.
SBI
State Bank of India (SBI) is an Indian multinational banking and financial
services company. It is a government-owned corporation with its
headquarters in Mumbai, Maharashtra.
Initially the Imperial Bank of India became the State Bank of India. In 2008,
the government of India acquired the Reserve Bank of India's stake in SBI so
as to remove any conflict of interest because the RBI is the country's
banking regulatory authority.
As of December 2013, it had assets of US$388 billion and 17,000 branches,
including 190 foreign offices, making it the largest banking and financial
services company in India.
Description
May 2013
May
2014
Difference
Variance
20000
Total Income
16798
19448
2650
16%
Total Expenses
15126
17316
2190
15%
1673
2109
436
26%
Operating Result
15000
May-13
May-14
10000
15829
19036
3207
20%
12917
14683
1766
14%
4585
6462
1877
41%
Net Result
5000
0
Total Income
Total
Expenses
Operating
Result
C.O. Int.
Receivable
C.O. Int.
Payable
Net Result
20000
15000
May-13
May-14
10000
5000
0
Total Income
Total Expenses
Operating Result
Net Result
May 2013
Telephones
Electricity
Charges
&
Gas
Postage
Repairs
Maintenance
&
May 2014
Difference
14
13
105
103
29
18
58
72
Reasons
Medical Expenses
Misc. Expenses
May 2013
May 2014
Difference
Figure in Crores
Reasons
48
41
107
95
37
41
4 The medical expenses have increased because from last year, the
health-issues of the employees have increased and thus we find
an increment of the cost in this particular account.
293
43
May 2013
May 2014
Difference
Figure in Crores
Reasons
Controllable Overheads
692
426
Non
Overheads
171
245
863
671
-192 Total overheads cost has decreased due to the effective use
of the measures lay by the authority and adapted efficiently
to gain cost reduction.
Controllable
Total Overheads
Figure in Crores
900
800
700
600
500
400
300
200
100
0
May-13
May-14
1000
900
800
700
600
500
400
300
200
100
0
May-13
May-14
Mar09
Mar10
Mar11
Mar12
Mar13
Mar14
CAGR (%)
Operating Profit
5690
7326
9056
10614
10907
11384
14.88%
Net Profit
3091
3905
4433
4884
4745
3343
1.58%
Deposit
209760
249330
312899
379588
391560
451397
16.56%
Advance
154703
186601
242107
293775
308796
349269
17.69%
Total Business
364463
435931
555005
673366
700356
800666
17.05%
Bank Statements
March 2014
March 2013
Difference
Variance (%)
1.
Capital
362
353
+3%
2.
35533
32323
3210
+10%
3.
Deposits
451396
391560
59836
+13%
4.
Borrowings
48034
39620
8414
+21%
5.
15093
15089
+0.02%
6.
22245
17886
4359
+23%
7.
22972
9249
13723
+15%
March 2014
March 2013
Difference
Variance (%)
8.
Investments
143785
129896
13889
+11%
9.
Advances
349269
308795
40474
+13%
10.
Fixed Assets
3419
3357
62
+2%
11.
Other Assets
8727
9762
-1035
-11%
12.
Contingent Liabilities
216274
214279
1995
+1%
13.
20325
17531
2794
+16%
14.
Interest Earned
43223
41885
1338
+3%
Bank Statements
March 2014
March 2013
15.
Other Income
4576
4223
353
+8%
16.
Interest Expended
27077
27036
41
+0.15%
17.
Operational Expenses
9338
8165
1173
+14%
18.
8041
6159
1882
+31%
400000
350000
300000
250000
200000
150000
100000
50000
0
Series1
Series2
Capital
Reserves & Surplus
Deposits
Borrowings
Other Liabilities and Provisions
Cash & Balances With RBI
Balances with Banks & Money at Call & Short notice
Investments
Advances
Fixed Assets
Other Assests
Contingent Liabilitites
NPA
NPA (Non-Performing Asset) is an industrial phenomenon which indicates
industrial sickness. The national growth of a country particularly country
like India depends upon the growth and health of SMEs. The so called banking
reform are targeted towards killing the Sick units rather than curing them.
Effect of NPA on Bank
The day to day operating the account becomes difficult as Bank starts
adjusting money deposited against their dues.
The reputation of the borrower in the market is adversely affected.
The Bankers attitude towards the borrower becomes more arrogant,
authoritative and threatening, instead of extending helping hand to them to
get out of the situation.
This leads to demoralization of the borrower who has been working with the
Bank for number of years and as customer has contributed in the profit of
the Bank.
The principle of customer care is neglected and customer torture begins.
This brings the borrower in a helpless situation and at the mercy of the
Bank
NPA
Banks interest income can fall down and accounted on the basis of
receipt.
Profitability of Banks is caused harmfully due to offering of doubtful
debts and ensuing contain it as terrible debts.
ROI (Return on investments) is decreased.
The adequacy ratios of capital are termed as NPAs and are following into
its estimation.
Maximizes the capital price.
Variance of liability and assets will expand.
EVA (The economic value addition) by banks get trouble for the reason
that EVA is similar to the profit of net functioning less capital cost
and
It margins funds recycling.
The reduction of the number of lifts operating during non-peak hours at offices/branches (i.e. 11:00AM to 1:00 PM and
3:00 PM to 4:30 PM) and residential buildings (i.e. 11:00 AM to 5:00 PM) can save the cost.
The bank has 14 stationery departments to supply A4 size papers, ball pens, pins and clips to 14
circles of the bank. These departments employ several hundred workers. Does a bank need such a
division when a Flipkart.com can take care of such needs? Similarly, it has 14 processing centres to
scrutinize new depositors forms, employing at least a couple of thousand people. Its a mystery why
SBI needs data processing centres for every circle when most foreign and new private banks run one
centre to process such data across India.
Yet another cost centre is the currency chests that SBI has historically been managing on behalf of
the Reserve Bank of India. Of the 4,200 currency chests across India, SBI runs 2,200 or 52% of them
while its market share in loans and deposits is around 17%. Assuming that each currency chest on
average needs about six armed guards, more than 13,000 such armed guards are on the payroll of the
bank. While cash management is a critical activity for the banker to the nation, surely there are
modern cash replenishment and logistics alternatives that can minimize use of guards and space.
Another area where the bank must look into is its 41,000-odd ATM network for the group. In November,
the SBI group roughly accounted for 41% of the 380 million outstanding debit cards (and 45% of the
total 530 million transactions) but its share in the ATM network was far less, at 30%. As a result,
the banks customers use other banks ATMs for withdrawal of money. Under norms, up to five such
transactions are free. While the customers make free transaction at other banks ATMs, SBI needs to
pay Rs.18 per transaction. Indeed, SBI also makes some money while other banks customers use its ATMs
but thats far less than what it pays to other banks. It possibly needs to take a look at the
locations of its ATMs to increase the footfalls. It can also explore whether it can charge on its ATM
use. There are roughly 8 million ATM transactions a day and even if it charges Rs.1 per transaction,
it can earn Rs.300 crore a year.
The biggest challenge before the bank, at this point, is monitoring its bad assets, about 60% of which originate
from mid-corporates and relatively large among the small and medium enterprises (SMEs), the companies which are
not diversified, and another 25% from low-ticket accounts from retail, agriculture and small businesses. The
bank must give up its traditional model of focusing on manual supervision which is almost impossible when one
needs to track millions of accounts. Apparently, sometime back it had set up an account tracking and monitoring
platform, called ATM, for real time monitoring of stressed accounts, but it has not been put to proper use.
According to SBIs data, its employees transact about 280,000 ATM card-swipes in other banks cash machines per
month. This costs the bank about Rs. 42 lakh plus taxes. Every card swiped at other banks ATM makes that branch
richer by Rs. 15. For SBI, this is reducing profits by a staggering Rs. 5 Crore a year.
Bank can thus ask the employees to use their own banks ATM to carry out the transaction; this will help the
bank to have stronger relationship with employees. This step is an addition to the slew of measures being taken
by the bank to reduce expenditure.
At present the first five transactions in the non- parent bank are free of cost, and the parent bank has to pay
the cost. This would mean that each bank would have to foot the bill for these transactions. It has been found
out that ATM interchange fees also increased to Rs 273 Crore, a 29% increase, at the end of December 2013.
Further it has been discovered that bank will go slow on hiring of employees as well, because the bank has
noticed an upsurge of 35% in the expenses of the staff within a couple of years.