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Early takers of Finacle


At the time of the launch of Finacle in mid-2000, two users were live. These were ICICI Bank, which had been a user of Bancs 2000 and had taken the new versions as they had become available during the phased transition, and UTI Bank, which was a new customer. The latter was a relatively new bank. As the Y2K threat began to recede towards the end of 1999, it decided to replace its existing branch automation solution, TCS’s ISBS. The bank started defining its strategy in June 1999 and shortlisted Flexcube from I-flex Solutions, Symbols from System Access, Profile from Sanchez, and Finacle. It also looked at other solutions including Bancs from Financial Network Services (FNS) and Kindle’s Bankmaster. The shortlist was based on the parameters of customisation requirements, functionality mapping, the platform, coverage of banking services delivery channels, and the quality of support services. Although Flexcube was rejected, it seemed to have been a close contest. Indeed, the bank’s senior vice president for IT, Mr Ramani, felt that Flexcube was rich in product definition, flexibility, and MIS, with a strong focus on income generation per transaction or per client. Nevertheless, Finacle emerged the winner as the product was deemed to have a distinct focus on Indian banking practices, and Infosys was felt to have a good reputation when it came to support services. The decision by the bank was made in December 1999. UTI Bank (now Axis Bank) was the first of the new


generation private sector banks in India. Set up in December 1993, it began commercial operations in April 1994 and became profitable in the first year of its operation. It was this sort of bank, grabbing market share through innovative products, improved customer service, and a lower cost base, which forced the older entities to automate. By the mid-1990s, ISBS had become prevalent in India.


It ran on Unix/Oracle and had been implemented in many public sector banks in the country. Indeed, UTI Bank had evolved its banking services around the solution. In the process, the bank had become a showcase implementation for ISBS. Even after the switch, Ramani said he still valued ISBS for its ability to handle large volumes, for its robustness, and response times. There had been something of an anti-incumbency vote against ISBS in the Indian banking market, where it had ruled for over six years. Commercial compulsions had forced TCS to allow branch level code changes at various bank installations to such an extent that version control and configuration management became a nightmare.


UTI Bank implemented Finacle around a centralised 186


database across all branches. This was on IBM’s AIX with Oracle. By virtue of being a pioneer, no reliable benchmarks were available for response times, bandwidth per transaction, or bandwidth per user. The bank had to build its network and to simultaneously migrate to application software which had no implementation history, without compromising on business continuity. The implementation took six or seven months. By the end of this period, the only Finacle modules which had not gone live were trade finance and FX, as these were still undergoing testing within Infosys. For treasury and risk management, the bank took ITMS 2000. Not everything went smoothly with Finacle. Sources in UTI Bank expressed concerns about the response times and performance. They also felt it mimicked the manual workflows which could have been handled more efficiently in a computerised and networked environment. However, the switch to Finacle was cited as having helped UTI Bank to double its business in just one year. The other initial Finacle taker, ICICI Bank, is also an


interesting entity. ICICI Limited was set up to do wholesale lending and project finance. It established the bank and a number of other subsidiaries in areas such as housing finance, mutual funds, and bonds. It also set up ICICI Direct and BillJunction.com. On the wholesale lending side, ICICI used System Access’ Symbols; for FX and money markets it had Unisys’ Urbis. All of the subsidiaries were then merged under the ICICI Bank branding. The bank itself did not have any IT staff, with these residing in a separate entity, ICICI Infotech, which serviced the needs of its parent and sought to sell services and software outside of the Group (among its applications was a treasury back office system, Kastle, and it was a distributor of IMS’s Newton on the retail side). ICICI Infotech (or 3i Infotech as it became) handled the Finacle support for the bank. By the end of 2000, Infosys had recruited ten other customers for Finacle. There were three in Nigeria and one in Mauritius, with the others in India. The Nigerian deals came in quick succession around the end of the year and were won by Infosys’ local distributor, Computer Warehouse. One of the recruits, Standard Trust Bank, signed to replace Temenos’ Globus. The taker in Mauritius was Delphis Bank. It took Finacle and BankAway in July 2000. Infosys already had a presence in the country, with three users of Bancs 2000. ITMS 2000 was part of the deals at Standard Trust and Delphis Bank. To back up the move into international markets, Infosys turned its financial services help centre in Bangalore into a 24x7, 365 days per year facility.


Universal Banking Systems Market Report | www.ibsintelligence.com


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