e Banking

E-banking usage has seen an explosive growth in most of the Asian economies like India, China and Korea. In fact Korea boasts about a 70% e-banking penetration rate and with its tech-savvy populace has seen one of the most aggressive rollouts of e-banking services.

Still, the main reason that E-banking scores over Internet Banking is that it enables ‘Anywhere Banking'. Customers now don't need access to a computer terminal to access their banks, they can now do so on the go – when they are waiting for their bus to work, when they are traveling or when they are waiting for their orders to come through in a restaurant.

The scale at which E-banking has the potential to grow can be gauged by looking at the pace users are getting e-banking in these big Asian economies. According to the Cellular Operators' Association of India (COAI) the e-banking subscriber base in India hit 40.6 million in the August 2004. In September 2004 it added about 1.85 million more. The explosion as most analysts say, is yet to come as India has about one of the biggest untapped markets. China, which already witnessed the e-banking boom, is expected to have about 300 million e-banking users by the end of 2004. South Korea is targeted to reach about 42 million e-banking users by the end of 2005. All three of these countries have seen gradual roll-out of e-banking services, the most

aggressive being Korea which is now witnessing the roll-out of some of the most advanced services like using e-banking to pay bills in shops and restaurants.

E-banking nowadays is the common trend here in our country. No more falling in line in banks, no more waiting tons of hours in the bank, no more days and weeks of waiting. All can be done with one card, one gadget. It’s easy, it works, and most importantly, people like it. But still, some people are having a hard time using this kind of technology mostly people who are used to do things the old traditional way. With the use of advertising, people are now motivated to use E-banking because again, it eliminates the hassle encountered when using the old process of banking.

In this paper, the group will cover security issues and different impacts regarding the traditional banking method. The group is concerned about the issues presented because the group thinks that these issues are very important and relevant today, a lot of people save money and really trust banks with their money. In addition, the group wants this research paper to be read by many students who are in no knowledge about certain issues about banking. Lastly, the group will provide and recommend different solutions about the issues regarding E-Banking.

In order for customers to use their banks online services they need to have a personal computer and Internet connection. Their

personal computer becomes their virtual banker who will assist them in their banking errands.

Attaining information about accounts and loans, Conducting transfers amongst different accounts, even between external banks, Paying bills, Buying and selling stocks and bonds by depot, Buying and selling fund shares39 These services that are offered by e-banking are changing and being improved because of the intense competition between the banks online. Banking industry must adapt to the electronics age, which in its turn is changing all the time. EFT transactions require authorization and a method to authenticate the card and the card holder. Whereas a merchant may manually verify the card holder's signature, EFT transactions require the card holder's PIN to be sent online in an encrypted form for validation by the card issuer. Other information may be included in the transaction, some of which is not visible to the card holder for instance magnetic stripe data and some of which may be requested from the card holder for instance the card holder's address or the CVV2 security value printed on the card. EFT transactions are activated during e-banking procedures. Various methods of e-banking include: Telephone banking Online banking Short Message Service SMS banking Mobile banking Interactive-TV banking. Independent of location or time, you can execute your payments and stock market orders and you get detailed information on your accounts and custody accounts.

INTRODUCTION

The last time that technology had a major impact in helping banks service their customers was with the introduction of the Internet banking. Internet Banking helped give the customer's anytime access to their banks. Customer's could check out their account details, get their bank statements, perform transactions like transferring money to other accounts and pay their bills sitting in the comfort of their homes and offices.

However the biggest limitation of Internet banking is the requirement of a PC with an Internet connection, not a big obstacle if we look at the US and the European countries, but definitely a big barrier if we consider most of the developing countries of Asia like China and India. E-banking addresses this fundamental limitation of Internet Banking, as it reduces the customer requirement to just a e-banking phone.

E-banking usage has seen an explosive growth in most of the Asian economies like India, China and Korea. In fact Korea boasts about a 70% e-banking penetration rate and with its tech-savvy populace has seen one of the most aggressive rollouts of e-banking services.

Still, the main reason that E-banking scores over Internet Banking is that it enables ‘Anywhere Banking'. Customers now don't need access to a computer terminal to access their banks, they can now do so on the go – when they are waiting for their bus to work, when they are traveling or when they are waiting for their orders to come through in a restaurant.

The scale at which E-banking has the potential to grow can be gauged by looking at the pace users are getting e-banking in these big Asian economies. According to the Cellular Operators' Association of India (COAI) the e-banking subscriber base in India hit 40.6 million in the August 2004. In September 2004 it added about 1.85 million more. The explosion as most analysts say, is yet to come as India has about one of the biggest untapped markets. China, which already witnessed the e-banking boom, is expected to have about 300 million e-banking users by the end of 2004. South Korea is targeted to reach about 42 million e-banking users by the end of 2005. All three of these countries have seen gradual roll-out of e-banking services, the most aggressive being Korea which is now witnessing the roll-out of some of the most advanced services like using e-banking to pay bills in shops and restaurants.

E-banking nowadays is the common trend here in our country. No more falling in line in banks, no more waiting tons of hours in the bank, no more days and weeks of waiting. All can be done with one card, one gadget. It’s easy, it works, and most importantly, people like it. But still, some people are having a hard time using this kind of

technology mostly people who are used to do things the old traditional way. With the use of advertising, people are now motivated to use E-banking because again, it eliminates the hassle encountered when using the old process of banking.

In this paper, the group will cover security issues and different impacts regarding the traditional banking method. The group is concerned about the issues presented because the group thinks that these issues are very important and relevant today, a lot of people save money and really trust banks with their money. In addition, the group wants this research paper to be read by many students who are in no knowledge about certain issues about banking. Lastly, the group will provide and recommend different solutions about the issues regarding E-Banking.

In order for customers to use their banks online services they need to have a personal computer and Internet connection. Their personal computer becomes their virtual banker who will assist them in their banking errands.

Attaining information about accounts and loans, Conducting transfers amongst different accounts, even between external banks, Paying bills, Buying and selling stocks and bonds by depot, Buying and selling fund shares39 These services that are offered by e-banking are changing and being improved because of the intense competition between the banks online. Banking industry must adapt to the electronics age, which in its turn is changing all the time. EFT

transactions require authorization and a method to authenticate the card and the card holder. Whereas a merchant may manually verify the card holder's signature, EFT transactions require the card holder's PIN to be sent online in an encrypted form for validation by the card issuer. Other information may be included in the transaction, some of which is not visible to the card holder for instance magnetic stripe data and some of which may be requested from the card holder for instance the card holder's address or the CVV2 security value printed on the card. EFT transactions are activated during e-banking procedures. Various methods of e-banking include: Telephone banking Online banking Short Message Service SMS banking Mobile banking Interactive-TV banking. Independent of location or time, you can execute your payments and stock market orders and you get detailed information on your accounts and custody accounts.

Financial Regulators are generally viewed as the professional party poopers at any upbeat conference like this, warning of dire consequences ahead for any who stray from the virtuous path of prudence and regulatory compliance. I will do my best to meet your possibly reasonable but miserable expectations later on. But before I do please allow me to dwell briefly on what we in the FSA consider being the potentially very positive aspects of E Commerce for firms, consumers – and even for regulators!

A few examples:

For Firms E Commerce brings:

 opportunities for significant cost reduction;

 the capacity to rapidly re-engineer business processes;  greater opportunities to sell cross border.

Each and all of these potential benefits provides for increased competition and the ability to wrest market leadership from established players.

For consumers the potential benefits are:  more choice;

 greater competition and better value for money;  more information;

 better tools to manage and compare information;  faster service.

And there are potential benefits even for regulators:

 better, more flexible, user friendly information for consumers and others on our own web-site;

 better, almost indestructible audit trails;

 potential to monitor advertising and advice activity more easily;  more cost effective and efficient use of regulatory tools (for

example the use of our extra net over the Y2K period).

But of course there are also risks. The risks to firms – specifically banks I will cover later. For consumers the biggest risks are probably information overload and not understanding whom they

are dealing with and on what terms. This can range from dealing with a perfectly respectable company from another jurisdiction, but not understanding for example the different legal environment, compensation schemes and ombudsman arrangements, through to being vulnerable to scams and frauds.

For regulators one key danger is a failure to understand changing risk profiles and vulnerabilities of individual firms and also changes to market structures and interactions. Another very important risk is that our own regulatory framework could somehow inhibit desirable innovations by not adapting quickly enough.

We are very conscious of this in the FSA and are trying very hard to be E-neutral (a recent example of this is the proposed Conduct of Business Sourcebook). We have also selected E-commerce as one of our regulatory themes for this year and are very active in international fore – but more of that later.

India is marching towards m-commerce - a world where you can make all payments by keying in instructions on your e-banking. In India, however, there is a limitation on the availability of functions that can be deployed by banking customers.

Most e-banking transactions today are ‘information-based’ -- customers engage in m-banking services like balance enquiry, last three transactions, "alerts" for strange activities in bank accounts etc. Some banks like IDBI Bank are also offering bill-payment services to customers through m-banking.

However, actual cash transactions like fund-transfer, payment of bills at a restaurant among others have not yet been introduced in India. There are many reasons for this.

Firstly, as m-banking is currently SMS-based, the transaction delivery time is not guaranteed since it is dependent on factors like SMSC (short message service centre) congestion and network strength in the area where the customer is located. Secondly, there is an issue of repudiation as till date there are no clear guidelines on wireless payments.

In the very near future, one can see m-banking leaping into a new phase. With the advent of Java-enabled e-bankingdevices, the shape of m-banking services is in for a change. One would also be ensured the same amount of security and comfort as one would be when using internet banking.

DEFINITIONS

Definition of E-banking

(I) "E-banking" is a banking service for customer to make

enquiry, transfer, remittance, donation, and spending and bill payment according to the customer's short message instructions sent through mobile. Result will be sent back to customer by short message.

(II) "Registered Customer" refers to customers who have

registered E-banking Service through www.icbc.com.cn or at ICBC business offices.

(III) "Non-registered Customer" refers to customers who have not

registered E-banking service.

(IV) "Registered E-banking Number" is the e-banking number

given and confirmed by customer when registering E-banking Service.

(V) "Default Payment Card" is a registered card designated by

customer when registering E-banking Service. Customers do not need to input card number when making enquiry or transfer of this default payment card.

(VI) "Payment Password" is the password set up and confirmed by

customer when registering E-banking Service. Customer must enter this payment password when making enquiry, remittance, bill payment, consumption and cancellation.

E-banking Services applied through registering e-banking number or through registering e-banking number and payment password are all considered as customers' actions. Customers held responsible for the banking transactions through the above-mentioned number and password. For security purpose, customers should safely keep the e-banking and payment password. Timely stop the e-e-banking or cancel

E-banking Service once the e-banking is lost. Customers should delete the payment password from the e-banking after making transactions through E-banking. It is recommended that payment password should be different from the payment password of Internet Banking.

HISTORY OF E-BANKING

In countries like Korea, two SIM Card is used in e-banking. One for the telephonic purpose and the other for banking. Bank account data is encrypted on a smart-card chip. About 3.3 million transactions were reported by Bank of Korea in 2004. In a move that will take the frontiers of banking transactions beyond the ATM and internet, full-fledged banking transactions through e-banking have been introduced by ICICI Bank. The bank has now kicked off a e-banking service, where a customer can replicate all transactions through e-banking similar to an internet banking transaction. Till now, customers were only able to get all information like balance in the account and e-banking alerts through e-e-banking.

The past few years have seen customers migrating from branch banking to a host of non-branch channels like ATMs, call centre and internet banking. In case of ICICI Bank, around 55% of the transactions now happen through ATMs, 22% through the internet, 12% through call centre and the remaining through branches. Incidentally, around five years ago, transactions through internet banking was a minuscule 2%. Through the new platform Mobile, all internet banking transactions can now be done on e-banking. Customers can now transfer funds to ICICI Bank and non-ICICI Bank accounts, pay their utility bills and insurance premium and do a host of other operations. The application covers savings accounts, demat, credit card and loan accounts.

According to ICICI Bank ED V Vaidyanathan said, the new service will help to give more power to the customer. They can now transact from practically anywhere. He expects the new service to see transactions of over 40% over a period of time.

Both GPRS and non-GPRS customers would be able to use the service. Customers will be required to enter four-digit PIN to enter the e-banking application, which will prevent unauthorized use of the service.

Currently, ICICI Bank has 13 million customers, Of which, there are 2.5-million active customers. It also has 7-million registered customers for SMS alerts. The bank currently sends around 20 million alerts a month. Citi and HSBC have this service in other parts of the world. Some of these banks are now looking at launching these services here. Until now, e-banking services, which were provided by banks, have been SMS-enabled. Moreover, these were push-services like SMS alerts and balance enquiries. There have also been security concerns plaguing the introduction of such services since the SMS route, through which the information travels, is totally unsecured.

Aditya Menon, Chief IT officer of Obopay India — a e-bankingpayments solutions company — said many banks have been working on a mobile-payment solution. Obopay is working with six other banks to provide a service that will enable bank customers to transfer funds to anyone who has a e-bankingphone and a bank account. In fact, banks like Corporation Bank and Union Bank of India also have similar products in the pipeline.

The first e-banking and payment initiative was announced during 1999. The first major deployment was made by a company called Pay box (largely supported financially by Deutsche Bank). The company was founded by two young German's (Mathias Entemann and Eckart Ortwein) and successfully deployed the solution in Germany, Austria, Sweden, Spain and the UK. At about 2003 more than a million people were registered on Pay box and the company was rated by Gartner as the leader in the field. Unfortunately Deutsche Bank withdraws their financial support and the company had to reorganize quickly. All but the operations in Austria closed down.

Another early starter and also identified as a leader in the field was a Spanish initiative (backed by BBVA and Telephonica), called Mobi Pago. The name was later changed to Mobi Pay and all banks and e-banking operators in Spain were invited to join. The product was launched in 2003 and many retailers were acquired to accept the special USSD payment confirmation. Because of the complex shareholding and the constant political challenges of the different owners, the product never fulfilled the promise that it had. With no marketing support and no compelling reason for adoption, this initiative is floundering at the moment.

Many other large players announced initiatives and ran pilots with big fanfare, but never showed traction and all initiatives were ultimately discontinued. Some of the early examples are the famous vending machines at the Helsinki airport supported by a system from

Nokia. Siemens made announcements in conjunction with listed and high-flying German e-commerce company, Brocket. Brocket also won the lucrative Vodafone contract in 2002, but crashed soon afterwards when it runs out of funds. Israel (as can be expected) produced a large number of e-banking payment start-ups. Of the many, only one survived - Trivet. Others like Advantech and Patty disappeared after a number of pilots but without any successful production deployments.

Initiatives in Norway, Sweden and France never got traction. France Telecom launched an ambitious product based on a special e-banking with an integrated card reader. The solution worked well, but never became popular because of the unattractive, special phone that participants needed in order to perform these payments. Since 2004, e-banking and payment industry has come of age. Successful deployments with positive business cases and big strategic impact have been seen recently.

ADVANTAGES AND DISADVANTAGES

Advantages

 The biggest advantage that e-banking offers to banks is that it

significantly cuts down the costs of providing service to the customers.

 For example: An average teller or phone transaction costs about

$2.36 each, whereas an electronic transaction costs only about $0.10 each. Additionally, this new channel gives the bank ability to cross-sell up-sell their other complex banking products and services such as vehicle loans, credit cards etc.

 For service providers, E-banking offers the next surest way to

achieve growth.

 Countries like Korea where e-banking penetration is nearing

saturation, e-banking is helping service providers increase revenues from the now static subscriber base. Also service providers are increasingly using the complexity of their supported e-banking services to attract new customers and retain old ones.

Disadvantages

 Back in days when Internet was introduced, it was a boon to the financial industry as it reduced all volumes by opening another self service channel for servicing customers.

 With e-banking that advantage is not there as already

investments are made to reduce call volumes using Internet and Internet is one of the technologies that is ever spreading in customer community. Almost 80% of the people in US already have internet connection. E-banking would be another value added service that can be provided by financial institutions, it may only bring good will.

 Depending on the technological direction for enabling

E-banking companies either has to spend enormous amount of money in matching customers' expectation or maintaining another stream of technology applications.

 Technology still has security issues and software distribution issues.

The Federal Trade Commission received 301,835 fraud complaints and 214,905 identity theft complaints in 2003. Bank fraud accounted for 17 percent — more than 36,000 — of the identity theft complaints. That represents just the victims who actually filed a complaint with

the agency. The FTC estimate there was 10 million identity theft victims that year. Already lot of banks are either providing e-banking services or getting ready to provide e-banking services.

Second we would like to evaluate what are the real potential opportunities for the bank, in spite of the negativity around the technology and business value, For sure US is yet to catch up with the number of users using e-banking. Data at customers fingertips is still a potential opportunity, not even most of the Internet banking sites are able to provide one customer view Intelligent applications that enable customers to bank, trade, make intelligent credit/investment decisions is still a sector unexplored. More than Customers bank workforce itself can benefit a lot from developing productivity applications.

DEVELOPMENT OF E-BANKING

So, these are some of the particular risks arising in E-banking that we have hitherto identified in the UK domestic environment – though I suspect that many of my regulator colleagues outside the UK would share many of these views. I would like to move on to the international side.

Supervision in today’s global environment can only ever be effective if it has an international dimension. This is especially the case with e-banking because of its non-territorial nature, the ease with which customers outside the home country can access the site and the opportunity to buy several types of product. Of course, regulators have long had to deal with the regulatory problems of international banking. They had set up mechanisms for cross-border supervision; agreements over home/host responsibilities (especially within the Community), bilateral agreement for information sharing and general standards by which they expect all banks, including those offshore territories, to abide. In principle, the expectation is that this general mechanism for international supervision will be robust enough to work just as well in the e-banking as the physical environment.

Nevertheless, it will not be quite as easy as that! Inevitably the nature of e-banking raises particular issues in the application of the general approach outlined here. E-banking makes it even more necessary to develop a cohesive international approach to regulation – not only in the field of prudential regulation where Basel has made

much progress, but also in the areas of conduct of business for consumer protection.

The Basel Committee E-Banking Group believes that Basel "should provide the international supervisory community with a broad set of advisory guidance with respect to electronic banking," thereby providing a basis for domestic regulation and supporting consumer and industry education. Globally, such guidance would assist international co-operation and act as a foundation for a coherent approach to supervising e-banking. It could facilitate international e-banking by creating consumer confidence in sound banks based in different, possibly less satisfactory, regimes and might dissuade host supervisors from imposing additional, potentially draconian, regulation on such banks. The Group identified:

 Authorization,

 prudential standards,  transparency,

 privacy,

 money laundering, and  cross border supervision

as issues on which they felt that there is need for further work, both at the analytical and policy level before any such guidance could be developed. The FSA is involved in the Basel Group and will be contributing to the work, participating in the drafting of papers and hosting both the group’s next meeting and a roundtable for its members and a number of European banks and service providers. We

welcome any contributions from the industry to this debate; and have indeed been actively soliciting them.

Cross-border issues

There are also significant cross-border issues.

We foresee difficulties for depositors identifying the jurisdiction within which e-banks offering services in the UK are based, given the potential absence of physical presence and the ability for e-banks to move to a new jurisdiction relatively rapidly. These concerns have prompted a considerable amount of debate and analysis in the international supervisory community. Within Europe home v host state supervision is a particularly important issue. Banks may tend to seek authorization wherever the tax, compliance and costs are lowest, as location will become less of a critical issue since services may easily be provided on a cross-border basis. E-banking is likely therefore to significantly increase the usage of the 2BCD passport (that is the Community equivalent of your passport, but for a bank), thereby making it even more crucial that all European regulators undertake supervision in a satisfactory (and harmonised) manner and that communication between regulators is adequate.

A number of initiatives with implications for home and host state supervision are being discussed, for example the draft e-commerce and distance marketing directives and the Rome and Brussels conventions. The debate is far from being resolved and a considerable degree of uncertainty remains. For example within the

e-commerce Directive ‘home’ and ‘host’ have been replaced with ‘home’ and ‘country of origin’, the implications of which are as yet unclear. The current drafting (agreed at Council) is sufficiently vague to potentially allow numerous regulators to assert jurisdiction over an Internet service, thereby nullifying the main advantage of the Directive, home state regulation. However we would expect that a suitable compromise on the point will be worked out so as to avoid this outcome. Certainly this is what we at the FSA are working towards.

CHALLENGES AND OPPORTUNITIES

E-banking is a generic term for delivery of banking services and products through electronic channels, such as the telephone, the internet, the cell phone, etc. The concept and scope of E-banking is still evolving. It facilitates an effective payment and accounting system thereby enhancing the speed of delivery of banking services considerably. While E-banking has improved efficiency and convenience, it has also posed several challenges to the regulators and supervisors. Several initiatives taken by the government of India, as well as the Reserve Bank of India (RBI), have facilitated the development of E-banking in India. The government of India enacted the IT Act, 2000, which provides legal recognition to electronic transactions and other means of electronic commerce. The RBI has been preparing to upgrade itself as a regulator and supervisor of the technologically dominated financial system. It issued guidelines on risks and control in computer and telecommunication system to all banks, advising them to evaluate the risks inherent in the systems and put in place adequate control mechanisms to address these risks. The existing regulatory framework over banks has also been extended to E-banking. It covers various issues that fall within the framework of technology, security standards, and legal and regulatory issues. This book — containing 12 scholarly articles — will benefit those interested in the technological developments of E-banking in India

Electronic banking is the wave of the future. It provides enormous benefits to consumers in terms of the ease and cost of

transactions. But it also poses new challenges for country authorities in regulating and supervising the financial system and in designing and implementing macroeconomic policy.

Electronic banking has been around for some time in the form of automatic teller machines and telephone transactions. More recently, it has been transformed by the Internet, a new delivery channel for banking services that benefits both customers and banks. Access is fast, convenient, and available around the clock, whatever the customer's location (see illustration above). Plus, banks can provide services more efficiently and at substantially lower costs. For example, a typical customer transaction costing about $1 in a traditional "brick and mortar" bank branch or $0.60 through a phone call costs only about $0.02 online.

Electronic banking also makes it easier for customers to compare banks' services and products, can increase competition among banks, and allows banks to penetrate new markets and thus expand their geographical reach. Some even see electronic banking as an opportunity for countries with underdeveloped financial systems to leapfrog developmental stages. Customers in such countries can access services more easily from banks abroad and through wireless communication systems, which are developing more rapidly than traditional "wired" communication networks.

The flip side of this technological boom is that electronic banking is not only susceptible to, but may exacerbate, some of the same risks-particularly governance, Legal, operational, and

reputational-inherent in traditional banking. In addition, it poses new challenges. In response, many national regulators have already modified their regulations to achieve their main objectives: ensuring the safety and soundness of the domestic banking system, promoting market discipline, and protecting customer rights and the public trust in the banking system. Policymakers are also becoming increasingly aware of the greater potential impact of macroeconomic policy on capital movements.

MACROECONOMIC CHALLENGES

But the challenges are not limited to regulators. As the advent of e-banking quickly changes the financial landscape and increases the potential for quick ross-border capital movements, macroeconomic policymakers face several cdifficult questions.

 If electronic banking does make national boundaries irrelevant by facilitating capital movements, what does this imply for macroeconomic management?

 How is monetary policy affected when, for example, the use of electronic means makes it easier for banks to avoid reserve requirements, or when business can be conducted in foreign currencies as easily as in domestic currency?  When offshore banking and capital flight are potentially

only a few mouse clicks away, does a government have any leeway for independent monetary or fiscal policy?

 How will the choice of the exchange rate regime be

affected, and how will e-banking influence the targeted level of international reserves of a central bank

Can a government afford to make any mistakes? Will the spread of electronic banking impose harsh market discipline on governments as well as on businesses?

The answers to these questions fall into two emerging strands of thought. First, the technological revolution-- particularly the expansion of electronic money but also, more broadly, electronic advances in banking practices-- could result in a decoupling of households' and firms' decisions from the purely financial operations of the central bank. Thus, the ability of monetary policy to influence inflation and economic activity would be threatened.

Second, as electronic banking expands, financial transaction costs can decline significantly. The result would be tantamount to a reduction in the "sand in the wheels" of the financial sector machinery, making capital flows even easier to effect, with a potential erosion of the effectiveness of domestic monetary policy. In this regard, proponents of the Tobin tax--which would tax short-term capital flows to increase their cost and, thereby, the sand in the wheels-- would feel that electronic banking makes an even more compelling case for introducing such a tax.

CHALLENGES

1. Interoperability

There is a lack of common technology standards for e-banking. Many protocols are being used for e-banking – HTML, WAP, SOAP, XML to name a few. It would be a wise idea for the vendor to develop a e-banking application that can connect multiple banks. It would require either the application to support multiple protocols or use of a common and widely acceptable set of protocols for data exchange.

There are a large number of different e-bankingphone devices and it is a big challenge for banks to offer e-banking solution on any type of device. Some of these devices support J2ME and others support WAP browser or only SMS.

Overcoming interoperability issues however have been localized, with countries like India using portals like R-World to enable the limitations of low end java based phones, while focus on areas such as South Africa have defaulted to the USSD as a basis of communication achievable with any phone.

The desire for interoperability is largely dependent on the banks themselves, where installed applications (Java based or native) provide better security, are easier to use and allow development of more complex capabilities similar to those of internet banking while SMS can provide the basics but becomes difficult to operate with more complex transactions.

Security of financial transactions, being executed from some remote location and transmission of financial information over the air, are the most complicated challenges that need to be addressed jointly by e-banking application developers, wireless network service providers and the banks' IT departments.

The following aspects need to be addressed to offer a secure infrastructure for financial transaction over wireless network:

 Physical part of the hand-held device. If the bank is offering smart-card based security, the physical security of the device is more important.

 Security of any thick-client application running on the device. In case the device is stolen, the hacker should require at least an ID/Password to access the application.

 Authentication of the device with service provider before initiating a transaction. This would ensure that unauthorized devices are not connected to perform financial transactions.  User ID / Password authentication of bank’s customer.  Encryption of the data being transmitted over the air.

 Encryption of the data that will be stored in device for later / off-line analysis by the customer.

3. Scalability & Reliability

Another challenge for the CIOs and CTOs of the banks is to scale-up the e-banking infrastructure to handle exponential growth of

the customer base. With e-banking, the customer may be sitting in any part of the world (true anytime, anywhere banking) and hence banks need to ensure that the systems are up and running in a true 24 x 7 fashion. As customers will find e-banking more and more useful, their expectations from the solution will increase. Banks unable to meet the performance and reliability expectations may lose customer confidence.

4. Application distribution

Due to the nature of the connectivity between bank and its customers, it would be impractical to expect customers to regularly visit banks or connect to a web site for regular upgrade of their e-banking application. It will be expected that the e-e-banking application itself check the upgrades and updates and download necessary patches (so called Over the Air updates). However, there could be many issues to implement this approach such as upgrade / synchronization of other dependent components.

5. Personalization

It would be expected from the e-banking application to support personalization such as:

 Preferred Language  Date / Time format  Amount format  Default transactions  Standard Beneficiary list

 Alert.

IMPACT

OF

E-BANKING

ON

One of the issues currently being addressed is the impact of e-banking on traditional e-banking players. After all, if there are risks inherent in going into e-banking there are other risks in not doing so. It is too early to have a firm view on this yet. Even to practitioners the future of e-banking and its implications are unclear. It might be convenient nevertheless to outline briefly two views that are prevalent in the market. The view that the Internet is a revolution that will sweep away the old order holds much sway. Arguments in favor are as follows:

 E-banking transactions are much cheaper than branch or even

phone transactions. This could turn yesterday’s competitive advantage - a large branch network, into a comparative disadvantage, allowing e-banks to undercut bricks-and-mortar banks. This is commonly known as the "beached dinosaur" theory.

 E-banks are easy to set up so lots of new entrants will arrive.

‘Old-world’ systems, cultures and structures will not encumber these new entrants. Instead, they will be adaptable and responsive. E-banking gives consumers much more choice. Consumers will be less inclined to remain loyal.

 E-banking will lead to an erosion of the ‘endowment effect’ currently enjoyed by the major UK banks.

Deposits will go elsewhere with the consequence that these banks will have to fight to regain and retain their customer base. This will increase their cost of funds, possibly making their business less viable. Lost revenue may even result in these banks taking more risks to breach the gap. Portal providers, are likely to attract the most significant share of banking profits. Indeed banks could become glorified marriage brokers. They would simply bring two parties together – e.g. buyer and seller, payer and payee. The products will be provided by monoclines, experts in their field. Traditional banks may simply be left with payment and settlement business – even this could be cast into doubt. Traditional banks will find it difficult to evolve. Not only will they be unable to make acquisitions for cash as opposed to being able to offer shares, they will be unable to obtain additional capital from the stock market. This is in contrast to the situation for Internet firms for whom it seems relatively easy to attract investment. There is of course another view which sees e-banking more as an evolution than a revolution. E-banking is just banking offered via a new delivery channel. It simply gives consumers another service (just as ATMs did). Like ATMs, e-banking will impact on the nature of branches but will not remove their value. Traditional banks are starting to fight back.

The start-up costs of an e-bank are high. Establishing a trusted brand is very costly as it requires significant advertising expenditure in addition to the purchase of expensive technology (as security and privacy are key to gaining customer approval). E-banks have already found that retail banking only becomes profitable once a large critical

mass is achieved. Consequently many e-banks are limiting themselves to providing a tailored service to the better off.

Nobody really knows which of these versions will triumph. This is something that the market will determine. However, supervisors will need to pay close attention to the impact of e-banks on the traditional banks, for example by surveillance of: strategy customer levels earnings and costs advertising spending margins funding costs merger opportunities and threats.

Before talking about the issues of risks and responses to E banking, I would like to spend a little time considering the wider question of what the e-banking revolution might mean for the future. I take "E" to mean anything electronic whether it be Internet, television, telephone or all three.

One of the issues currently being addressed is the impact of e-banking on traditional e-banking players. After all, if there are risks inherent in going into e-banking there are other risks in not doing so. It is too early to have a firm view on this yet. Even to practitioners the future of e-banking and its implications are unclear. It might be convenient nevertheless to outline briefly two views that are prevalent in the market.

The view that the Internet is a revolution that will sweep away the old order holds much sway. Arguments in favor are as follows E-banking transactions are much cheaper than branch or even phone transactions. This could turn yesterday’s competitive advantage - a large branch network - into a comparative disadvantage, allowing

e-banks to undercut bricks-and-mortar e-banks. This is commonly known as the "beached dinosaur" theory. E-banks are easy to set up so lots of new entrants will arrive. ‘Old-world’ systems, cultures and structures will not encumber these new entrants. Instead, they will be adaptable and responsive. E-banking gives consumers much more choice. Consumers will be less inclined to remain loyal. E-banking will lead to an erosion of the ‘endowment effect’ currently enjoyed by the major UK banks. Deposits will go elsewhere with the consequence that these banks will have to fight to regain and retain their customer base. This will increase their cost of funds, possibly making their business less viable. Lost revenue may even result in these banks taking more risks to breach the gap.

Portal providers are likely to attract the most significant share of banking profits. Indeed banks could become glorified marriage brokers. They would simply bring two parties together – e.g. buyer and seller, payer and payee. The products will be provided by monoclines, experts in their field. Traditional banks may simply be left with payment and settlement business – even this could be cast into doubt.

Traditional banks will find it difficult to evolve. Not only will they be unable to make acquisitions for cash as opposed to being able to offer shares, they will be unable to obtain additional capital from the stock market. This is in contrast to the situation for Internet firms for whom it seems relatively easy to attract investment. There is of course another view which sees e-banking more as an evolution than a revolution. E-banking is just banking offered via a new delivery

channel. It simply gives consumers another service (just as ATMs did). Like ATMs, e-banking will impact on the nature of branches but will not remove their value.

Experience in Scandinavia (arguably the most advanced e-banking area in the world) appears to confirm that the future is ‘clicks and mortar’ banking. Customers want full service banking via a number of delivery channels. The future is therefore ‘Martini Banking’ (any time, any place, anywhere, anyhow).

Traditional banks are starting to fight back.

The start-up costs of an e-bank are high. Establishing a trusted brand is very costly as it requires significant advertising expenditure in addition to the purchase of expensive technology (as security and privacy are key to gaining customer approval).

E-banks have already found that retail banking only becomes profitable once a large critical mass is achieved. Consequently many e-banks are limiting themselves to providing a tailored service to the better off.

Nobody really knows which of these versions will triumph. This is something that the market will determine. However, supervisors will need to pay close attention to the impact of e-banks on the traditional banks, for example by surveillance of:

 strategy

 customer levels  earnings and costs

 advertising spending  margins

 funding costs

 Merger opportunities and threats, both in the UK and abroad.

RISKS IN E-BANKING

1) Strategic Risk –

A financial institution’s board and management should understand the risks associated with e-banking services and evaluate the resulting risk management costs against the potential return on investment prior to offering e-banking services. Poor e-banking planning and investment decisions can increase a financial institution’s strategic risk. On strategic risk E-banking is relatively new and, as a result, there can be a lack of understanding among senior management about its potential and implications. People with technological, but not banking, skills can end up driving the initiatives. E-initiatives can spring up in an incoherent and piecemeal manner in firms. They can be expensive and can fail to recoup their cost. Furthermore, they are often positioned as loss leaders (to capture market share), but may not attract the types of customers that banks want or expect and may have unexpected implications on existing business lines.

Banks should respond to these risks by having a clear strategy driven from the top and should ensure that this strategy takes account of the effects of e-banking, wherever relevant. Such a strategy should be clearly disseminated across the business, and supported by a clear business plan with an effective means of monitoring performance against it. On strategic risk E-banking is relatively new and, as a result, there can be a lack of understanding among senior management about its potential and implications. People with technological, but not banking, skills can end up driving the initiatives. E-initiatives can spring up in an incoherent and piecemeal

manner in firms. They can be expensive and can fail to recoup their cost. Furthermore, they are often positioned as loss leaders (to capture market share), but may not attract the types of customers that banks want or expect and may have unexpected implications on existing business lines.

Banks should respond to these risks by having a clear strategy driven from the top and should ensure that this strategy takes account of the effects of e-banking, wherever relevant. Such a strategy should be clearly disseminated across the business, and supported by a clear business plan with an effective means of monitoring performance against it.

2) Business risks –

Business risks are also significant. Given the newness of e-banking, nobody knows much about whether e-banking customers will have different characteristics from the traditional banking customers. They may well have different characteristics. This could render existing score card models inappropriate, this resulting in either higher rejection rates or inappropriate pricing to cover the risk. Banks may not be able to assess credit quality at a distance as effectively as they do in face to face circumstances.

It could be more difficult to assess the nature and quality of collateral offered at a distance, especially if it is located in an area the bank is unfamiliar with (particularly if this is overseas). Furthermore

as it is difficult to predict customer volumes and the stickiness of e-deposits (things which could lead either to rapid flows in or out of the bank) it could be very difficult to manage liquidity.

Of course, these are old risks with which banks and supervisors have considerable experience but they need to be watchful of old risks in new guises. In particular risk models and even processes designed for traditional banking may not be appropriate. Transaction/operations risk - Transaction/Operations risk arises from fraud, processing errors, system disruptions, or other unanticipated events resulting in the institution’s inability to deliver products or services. This risk exists in each product and service offered. The level of transaction risk is affected by the structure of the institution’s processing environment, including the types of services offered and the complexity of the processes and supporting technology. In most instances, e-banking activities will increase the complexity of the institution’s activities and the quantity of its transaction/operations risk, especially if the institution is offering innovative services that have not been standardized. Since customers expect e-banking services to be available 24 hours a day, 7 days a week, financial institutions should ensure their e-banking infrastructures contain sufficient capacity and redundancy to ensure reliable service availability. Even institutions that do not consider e-banking a critical financial service due to the availability of alternate processing channels, should carefully consider customer expectations and the potential impact of service disruptions on customer satisfaction and loyalty.

The key to controlling transaction risk lies in adapting effective polices, procedures, and controls to meet the new risk exposures introduced by e-banking. Basic internal controls including segregation of duties, dual controls, and reconcilements remain important. Information security controls, in particular, become more significant requiring additional processes, tools, expertise, and testing. Institutions should determine the appropriate level of security controls based on their assessment of the sensitivity of the information to the customer and to the institution and on the institution’s established risk tolerance level. Business risks are also significant. Given the newness of e-banking, nobody knows much about whether e-banking customers will have different characteristics from the traditional banking customers. They may well have different characteristics – eg I want it all and I want it now. This could render existing score card models inappropriate, thus resulting in either higher rejection rates or inappropriate pricing to cover the risk. Banks may not be able to assess credit quality at a distance as effectively as they do in face to face circumstances. It could be more difficult to assess the nature and quality of collateral offered at a distance, especially if it is located in an area the bank is unfamiliar with (particularly if this is overseas). Furthermore as it is difficult to predict customer volumes and the stickiness of e-deposits (things which could lead either to rapid flows in or out of the bank) it could be very difficult to manage liquidity.

Generally, a financial institution’s credit risk is not increased by the mere fact that a loan is originated through an e-banking channel. However, management should consider additional precautions when originating and approving loans electronically, including assuring management information systems effectively track the performance of portfolios originated through e-banking channels. The following aspects of on-line loan origination and approval tend to make risk management of the lending process more challenging. If not properly managed, these aspects can significantly increase credit risk. Verifying the customer’s identity for on-line credit applications and executing an enforceable contract; Monitoring and controlling the growth, pricing, underwriting standards, and ongoing credit quality of loans originated through e-banking channels; Monitoring and oversight of third-parties doing business as agents or on behalf of the financial institution (for example, an Internet loan origination site or electronic payments processor); Valuing collateral and perfecting liens over a potentially wider geographic area; Collecting loans from individuals over a potentially wider geographic area; Monitoring any increased volume of, and possible concentration in, out-of-area lending. Liquidity, interest rate, price/market risks - Funding and investment-related risks could increase with an institution’s e-banking initiatives depending on the volatility and pricing of the acquired deposits. The Internet provides institutions with the ability to market their products and services globally. Internet-based advertising programs can effectively match yield-focused investors with potentially high-yielding deposits. But Internet-originated deposits have the potential to attract customers who focus exclusively on rates and may provide a

funding source with risk characteristics similar to brokered deposits. An institution can control this potential volatility and expanded geographic reach through its deposit contract and account opening practices, which might involve face-to-face meetings or the exchange of paper correspondence. The institution should modify its policies as necessary to address the following e-banking funding issues:

 Potential increase in dependence on brokered funds or other

highly rate-sensitive deposits;

 Potential acquisition of funds from markets where the

institution is not licensed to engage in banking, particularly if the institution does not establish, disclose, and enforce geographic restrictions;

 Potential impact of loan or deposit growth from an expanded

Internet market, including the impact of such growth on capital ratios;

 Potential increase in volatility of funds should e-banking

security problems negatively impact customer confidence or the market’s perception of the institution.

This changing financial landscape brings with it new challenges for bank management and regulatory and supervisory authorities. The major ones stem from increased cross-border transactions resulting from drastically lower transaction costs and the greater ease of banking activities, and from the reliance on technology to provide banking services with the necessary security.

4) Operations

risk-The reliance on new technology to provide services makes security and system availability the central operational risk of electronic banking. Security threats can come from inside or outside the system, so banking regulators and supervisors must ensure that banks have appropriate practices in place to guarantee the confidentiality of data, as well as the integrity of the system and the data. Banks' security practices should be regularly tested and reviewed by outside experts to analyze network vulnerabilities and recovery preparedness. Capacity planning to address increasing transaction volumes and new technological developments should take account of the budgetary impact of new investments, the ability to attract staff with the necessary expertise, and potential dependence on external service providers. Managing heightened operational risks needs to become an integral part of banks' overall management of risk, and supervisors need to include operational risks in their safety and soundness evaluations.

There are three types of operation risks. They are as follows:  volume forecasts

 management information systems and

 Outsourcing.

Accurate volume forecasts have proved difficult - One of the key challenges encountered by banks in the Internet environment is how to predict and manage the volume of customers that they will obtain. Many banks going on-line have significantly misjudged volumes.

When a bank has inadequate systems to cope with demand it may suffer reputational and financial damage, and even compromises in security if extra systems that are inadequately configured or tested are brought on-line to deal with the capacity problems.

As a way of addressing this risk, banks should:

 undertake market research,

 adopt systems with adequate capacity and scalability,  undertake proportionate advertising campaigns, and

 Ensure that they have adequate staff coverage and develop a

suitable business continuity plan.

In brief, this is a new area, nobody knows all the answers, and banks need to exercise particular caution.

The second type of operations risk concerns management information systems. Again this is not unique to E-banking. I have seen many banks venture into new areas without having addressed management information issues. Banks may have difficulties in obtaining adequate management information to monitor their e-service, as it can be difficult to establish/configure new systems to ensure that sufficient, meaningful and clear information is generated. Such information is particularly important in a new field like e-banking. Banks are being encouraged by the FSA to ensure that management have all the information that they require in a format that they understand and that does not cloud the key information with superfluous details.

Finally, a significant number of banks offering e-banking services outsource related business functions, e.g. security, either for reasons of cost reduction or, as is often the case in this field, because they do not have the relevant expertise in-house. Outsourcing a significant function can create material risks by potentially reducing a bank’s control over that function. Outsourcing is of course neither new nor unmanageable but banks should be mindful of the FSA’s guidance on outsourcing, which addresses these risks.

5) Regulatory

risk-Because the Internet allows services to be provided from anywhere in the world, there is a danger that banks will try to avoid regulation and supervision. What can regulators do? They can require even banks that provide their services from a remote location through the Internet to be licensed. Licensing would be particularly appropriate where supervision is weak and cooperation between a virtual bank and the home supervisor is not adequate. Licensing is the norm, for example, in the United States and most of the countries of the European Union. A virtual bank licensed outside these jurisdictions that wishes to offer electronic banking services and take deposits in these countries must first establish a licensed branch.

Determining when a bank's electronic services trigger the need for a license can be difficult, but indicators showing where banking services originate and where they are provided can help. For example, a virtual bank licensed in country X is not seen as taking deposits in country Y if customers make their deposits by posting checks to an address in country X. If a customer makes a deposit at an automatic

teller machine in country Y, however, that transaction would most likely be considered deposit taking in country. Regulators need to establish guidelines to clarify the gray areas between these two cases.

6) Legal

risk-Electronic banking carries heightened legal risks for banks. Banks can potentially expand the geographical scope of their services faster through electronic banking than through traditional banks. In some cases, however, they might not be fully versed in a jurisdiction's local laws and regulations before they begin to offer services there, either with a license or without a license if one is not required. When a license is not required, a virtual bank--lacking contact with its host country supervisor--may find it even more difficult to stay abreast of regulatory changes. As a consequence, virtual banks could unknowingly violate customer protection laws, including on data collection and privacy, and regulations on soliciting. In doing so, they expose themselves to losses through lawsuits or crimes that are not prosecuted because of jurisdictional disputes.

Money laundering is an age-old criminal activity that has been greatly facilitated by electronic banking because of the anonymity it affords. Once a customer opens an account, it is impossible for banks to identify whether the nominal account holder is conducting a transaction or even where the transaction is taking place. To combat money laundering, many countries have issued specific guidelines on identifying customers. They typically comprise recommendations for verifying an individual's identity and address before a customer

account is opened and for monitoring online transactions, which requires great vigilance.

In a report issued in 2000, the Organization for Economic Cooperation and Development's Financial Action Task Force raised another concern. With electronic banking crossing national boundaries, whose regulatory authorities will investigate and pursue money laundering violations? The answer, according to the task force, lies in coordinating legislation and regulation internationally to avoid the creation of safe havens for criminal activities.

7) Reputational

risk-Breaches of security and disruptions to the system's availability can damage a bank's reputation. The more a bank relies on electronic delivery channels, the greater the potential for reputational risks. If one electronic bank encounters problems that cause customers to lose confidence in electronic delivery channels as a whole or to view bank failures as system wide supervisory deficiencies, these problems can potentially affect other providers of electronic banking services. In many countries where electronic banking is becoming the trend, bank supervisors have put in place internal guidance notes for examiners, and many have released risk-management guidelines for banks. This is considerably heightened for banks using the Internet. For example the Internet allows for the rapid dissemination of information which means that any incident, either good or bad, is common knowledge within a short space of time. The speed of the Internet considerably

cuts the optimal response times for both banks and regulators to any incident.

Any problems encountered by one firm in this new environment may affect the business of another, as it may affect confidence in the Internet as a whole. There is therefore a risk that one rogue e-bank could cause significant problems for all banks providing services via the Internet. This is a new type of systemic risk and is causing concern to e-banking providers. Overall, the Internet puts an emphasis on reputational risks. Banks need to be sure that customers’ rights and information needs are adequately safeguarded and provided for. Breaches of security and disruptions to the system's availability can damage a bank's reputation. The more a bank relies on electronic delivery channels, the greater the potential for reputational risks. If one electronic bank encounters problems that cause customers to lose confidence in electronic delivery channels as a whole or to view bank failures as system wide supervisory deficiencies, these problems can potentially affect other providers of electronic banking services. In many countries where electronic banking is becoming the trend, bank supervisors have put in place internal guidance notes for examiners, and many have released risk-management guidelines for banks.

Reputational risks also stem from customer misuse of security precautions or ignorance about the need for such precautions. Security risks can be amplified and may result in a loss of confidence in electronic delivery channels. The solution is consumer education--a process in which regulators and supervisors can assist. For example, some bank supervisors provide links on their websites allowing

customers to identify online banks with legitimate charters and deposit insurance. They also issue tips on Internet banking, offer consumer help lines, and issue warnings about specific entities that may be conducting unauthorized banking operations in the country.

Money laundering is an age-old criminal activity that has been greatly facilitated by electronic banking because of the anonymity it affords. Once a customer opens an account, it is impossible for banks to identify whether the nominal account holder is conducting a transaction or even where the transaction is taking place. To combat money laundering, many countries have issued specific guidelines on identifying customers. They typically comprise recommendations for verifying an individual's identity and address before a customer account is opened and for monitoring online transactions, which requires great vigilance.

REGULATORY TOOLS AND SECURITY



Adaptation-In light of how rapidly technology is changing and what the changes mean for banking activities, keeping regulations up to date has been, and continues to be, a far-reaching,