Capitec 371 Part 1 Summary

The banking industry has undergone major upheaval in recent years, largely due to the lingering recessionary environment and increased regulatory environment. Many banks have failed in the face of such tough environmental conditions. These conditions

Trust- should be slowly built up across team members, through developing confidence in each other’s competence and reliability. Trusting individuals are willing to share their knowledge and skills without fear of being diminished or exploited.

Evaluate RBC strategy and organizational structure. Is RBC well equipped to compete with niche operators such as internet-only banks with focused product offerings?

In ADP 6-22 there is a section dedicated to building trust, trust may sound cliché or soft depending on who you are but by developing trust you are in turn developing mutual respect. It says that “it is important for leaders to promote a culture and climate of trust”(ADP 6-22 chapter 6-50)

This research paper will describe Capital One’s general environment, technology and political and legal segments, forces of competition, Predicting and addressing forces, strengths, weakness, opportunities and threats (SWOT) as well as resource capabilities.

In any position, “one of your first goals should be to gain trust and credibility from colleagues, clients, customers, and other contacts” (Cardon, 2012). Trusting the company you do business with is critical, a company must follow

The purpose of this assignment requires consideration of how to develop and maintain trust at work, as well as how teams are built within the workplace and what effects and concerns a manager needs to be aware of.

CIBC has focused its core business on retail and business banking, wealth management, and whole sale banking. They have shown a proven track record of providing there customers with financial services and advice through a group upwards of 1100 branches worldwide. Strategies CIBC has portrayed is to continually find new ways to enhance the experience of the client and to stimulate safe revenue growth. CIBC has put emphases on creating deep meaningful relationships with all clients, constantly trying new ways to improve service and sales prospects and to create relationships with new clients while retaining existing clients for a long period of time (CIBC).

RBC Royal Bank is the fastest growing financial institution in Canada. It has gained a lot of success over the past few years. It stands in the first position among the top five banks listed in order of market capitalization on Toronto Stock Exchange as of November 2015. According to Henry John Heinz, “To do a common thing uncommonly well brings success.” (Henry John Heinz, (n.d)). RBC is following the similar strategy in its business. Savings account, Chequing account, and other retail banking products are offered by other banks too, but RBC offers the same products in its unique way. RBC has more of a focus on clients; it builds very good business relations with clients. Recruitment of its well-skilled employees is also one of

1. At the start of the 21st century, RBC was Canada’s leading bank and largest bank in terms of assets and market capitalization. It was a full-service bank with five main lines of business: personal and commercial banking, insurance, wealth management, corporate / investment banking, and transaction processing. The commercial bank of RBC (Royal Bank) accounted for nearly 50% of the company’s net income and had an extensive delivery network with branches, Automated Banking Machines (ABM’s), point of sale terminals, mobile sales staff, and 1.4 million online banking customers and 2 million phone customers. The bank also had an extremely strong international network.

The sector offers a considerable barrier to new entrants due to the high capital required to establish a new bank. As banking is professional services type required high creditability, strong brand presence is the key obstacle for newcomers.

There should be trust amongst each other in order to be able to work together successfully.

Private banking industry has changed in a very basic way, driven by many key factors such as: free competition systems, modern developments in information technology (in particular, developments of the internet), and changing demographics. Private banks now operate in an environment shaped by increasing and shifting regulations, and in markets influenced by the uncontrolled situations of the world economy and geopolitical issues.

The structure of the banking industry has undergone sweeping changes in the past two decades. In response to heightened competition from non-bank financial firms enabled by technological progress among

The main aim of this report is to identify the key roles played by bank capital in the banking business. This report briefly outlines the main functions of bank capital and takes a brief look at the benefits of bank capital to the bank and the banking industry. It is hoped that from reading this paper a general understanding of the roles of bank capital in the banking business can be gained.