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Students Corner |
Project on Indian Financial Market - Module: 5 Efficiency of Financial Markets in India There is some evidence that on the stock market and the foreign exchange market in India are becoming informationally more efficient than before. The concept of market efficiency, however, has often been differently interpreted and alternative empirical tests have been applied to assess the efficiency of a market (Box VII.2).
Standard random walk based tests of efficiency indicate that the Indian equity market may not be efficient. The stock returns series is non-stationary and exhibits persistence. However, there is growing evidence that the Indian stock market is showing improvement in efficiency. The stock market has become more liquid. With the establishment of National Stock Exchange (NSE) and various other reform measures, the institutional mechanism has undergone significant changes to minimise the possibility of manipulations. With the emergence of portfolio management activities by banks, mutual funds and other non-bank financial institutions, the information content of these securities has improved. With electronic order matching, the transaction cost in stock exchanges has come down considerably. The foreign exchange market has also become relatively more efficient. Efficiency tests using daily spot and forward exchange rates for the recent period indicate that at the short end of the market, particularly for one month, the Indian forex market exhibits parametric efficiency. Improvements in informational efficiency of the markets may, however, be constrained by the presence of noise traders in both the stock and the forex markets (Box VII.3).
The operational efficiency of a financial system hinges critically on minimising transaction costs through the institution of a well-functioning payment system. The Reserve Bank has, in recent years, initiated payment system reforms. It has facilitated orderly development of modern payment and settlement systems, focusing on commercially important centres which account for 65 per cent of the banking business in terms of value. The Reserve Bank's initiatives place emphasis on three broad inter-related heads, viz., (i) development of an institutional framework to oversee payment system, (ii) operationalisation of information technology applications, thereby improving functionality of financial system, and (iii) institution of satellite-based and terrestrial-based communications infrastructure and providing for adequate bandwidth. The Reserve Bank constituted a Payment System Group (PSG) in 1998 dedicated to various aspects of the payment system to oversee the institution of appropriate information technologies that draw on cross-country experiences and are consistent with our objectives of financial policies. The National Payments Council - NPC (Chairman: Shri S.P. Talwar) was also constituted as the apex body to co-ordinate reforms in payment and settlement in May 1999, along with five permanent task forces. These are-
The sharp increase in paper-based financial transactions is evident from the fact that the cheque clearance as a proportion to GDP is estimated to have reached over 403 per cent in 1999-2000 as against 350 per cent in 1998-99. This is partly reflective of Magnetic Ink Character Recognition (MICR) cheque clearing process, introduced in the 'mid-eighties and operating in 12 cities in 1999-2000. Other initiatives include introduction of electronic funds transfers through the inter-city RBI Electronic Fund Transfer (EFT) scheme (extended to 29 scheduled commercial banks, including the 27 public sector banks in 1999-2000, with monthly transactions amounting to Rs.5 lakh in 1998-99) and the intra-city Electronic Clearing Service (ECS) (extended to 8.4 lakh transactions valued at Rs.301.87 crore for debits in 1999-2000). In addition, initiatives such as inter-bank electronic payments system, clearing bank for extension of Delivery versus Payment (DvP) mode of trading in government securities, spread of automated teller machines by almost all major banks and putting in place shared payments network system termed as SWADHAN in Mumbai have also been undertaken. The Reserve Bank has also taken initiatives to introduce smart card technology. The Reserve Bank introduced the INFINET in June 1999, jointly with public sector banks and the Institute for Development and Research in Banking Technology (IDRBT) at Hyderabad. It is a wide area based satellite communication and terrestrial lines network using VSAT technology, and is a critical precursor to an efficient telecommunication backbone for the banking and financial sector. The INFINET connectivity would be extended from the present 439 VSATs to 5,000 VSATs in the long-run, with augmented transponder capacity. As the INFINET depends critically on the messaging systems in place, the Reserve Bank set up a Working Group on Design of Message Formats, which submitted its report in October 1999, on issues relating to designing message formats relating to government transactions, currency chest transactions and open market operations. The state-of-the-art year 2000 compliant IBM S/390 mainframe systems with imaging capability (or faculty) were operationalised at the National Clearing Cells in four metropolitan cities in July-October 1999 to replace the existing MICR cheque processing system. In non-MICR centres, magnetic media based clearing was introduced during 1999-2000. The payment system reforms crucially hinge on the institution of a full-fledged RTGS, in line with international best practices (Table 7.6). Apart from providing a real time fund settlement system domestically and internationally, the RTGS provides an effective risk control strategy for preempting domino effects of individual defaults. The Working Group on Operational and Technology Issues constituted by the Indian Banks Association in 1998 made several recommendations in this regard. The requisite infrastructure, in terms of the communication backbone, is being put in place along with the development of the Payment System Generic Architecture Model for both domestic and cross-border payments. Pending the institution of a full-fledged RTGS system, the Reserve Bank is implementing a Centralised Funds Management System (CFMS), as an intermediate service facility, which would be implemented in phases to provide back-office support and funds transfer. As part of this strategy, the centralised funds inquiry system would now enable consolidation of banks' current accounts across all branches of the Reserve Bank. With the smooth transition to Y2K dateline, the stage has been set for reinforcing efforts to integrate the financial markets and improve the systemic stability and efficiency. The approach should continue to be to avoid disruptions that may occur from any big-bang strategy. What is needed, however, is to implement the conceived changes in the financial system and to put in place supportive measures to enforce transition of the financial system along competitive and efficient lines. With the on-going efforts to revitalise the payment system and structure it along modern lines (with the system being largely run through electronic media), it would be possible to make more rapid strides towards connecting various financial market segments. This would help promote informational efficiency in financial markets, align prices and return on various financial assets on an efficient basis, reduce risks and prevent fraudulent practices and help improve financial integration. The RTGS could facilitate further financial innovation as new cash management products could emerge. Since RTGS transactions would be collateralised, repo activity could widen in terms of number of players as well as the term structure itself, helping emergence of benchmark term rates in the process. The payment system cannot be looked at in isolation, but needs to be developed in tandem with development of other segments of the financial markets. Public ownership of banks, while contributing to systemic stability, has thrown a challenge to the integrity of the organisational structure in the banking system to improve the competitive provision of financial services. The changes brought about in the banking structure since 1992-93, when the Reserve Bank granted 'in-principle' approval for the establishment of new banks in the private sector, have helped to restructure the industry on more competitive lines Provision for private shareholding in public sector banks, blurring up of distinctions among providers of various financial services and increasing integration of various market segments have generated greater competition. However, there is a scope to improve the markets further, especially the debt and the forex markets, so that the financial entities are able to manage their risks more effectively. | ||
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