Malaysia Future Vision Of Integrated Banking Sector

There are various categories of banking; these include retail banking, directly dealing with small businesses and persons. Commercial and Corporate banking which offers services to medium and large businesses (Koch & MacDonald 2010). Private banking, deals with individuals, offering them one on one service. The last category is investment banking. These help clients to raise capital and often invest in financial markets. Most global banking institutions provide all these services combined. With all these institutions in existence within the same localities and offering similar services, there is a need to regulate the industry so as to protect the consumer and provide fair working environment for all banks (Du & Girma, 2011).

Banking branches in London, New York, Tokyo, Hong Kong, Shanghai, Beijing, Singapore, Auckland, Ho Chi Minh City and Mumbai

Malayan Banking Berhad is the holding company and listed entity for the Maybank group with branches in Malaysia, Singapore and other international financial centres such as London, New York, Hong Kong and Bahrain. Maybank was established in 1960, and today is the largest company by market capitalisation on the Malaysian Bourse. It is ranked first among listed Malaysian companies and among the top 500 companies in the Forbes Global 2000 leading companies of the world. The Maybank group offers a comprehensive range of products services that includes commercial banking, investment banking, Islamic banking, offshore banking, leasing and hire purchase, insurance, factoring, trustee services, asset management, stock broking, nominee

In terms of world markets our major banks are also strong and provide local market stability. The industry does see high barriers to entry but there are competing products and services offered from intermediaries such as mortgage brokers and other loan providers. These provide competition to banks to keep them slightly honest and reduce their competitive advantage.

Whenever new firms can easily enter a particular industry, the intensity of competitiveness among firm increases. New Entrants are companies that are not currently competing in an industry but have the capability to do so if they choose. The banking industry in our country is still in its growth stage. So, the threat of potential New Entrants is quite high. Usually the existing companies try to deter potential competitors by setting certain entry barriers. Barriers to entry are factors that make it costly for companies to enter an industry. The common barriers to entry are Brand Loyalty, Absolute Cost Advantage, Learning Curve Effect, Economies of Scale and Government Regulations. In Bangladesh, the question of Brand Loyalty is somewhat evident in the banking industry. A person who is a loyal customer of a local or government owned bank usually does not prefer an account in a multinational bank, whatever lucrative the benefits seem. This creates barriers for new entrants. No bank enjoys an absolute cost advantage, due to the fragmented nature of the industry. Most of the government banks and some local banks enjoy learning curve effect as well as the scale of economy; due to the fact that they have been doing business for quite a long time, they have gathered a long-time experience of operating in Bangladeshi environment, and they have branches all over the country. The multinational banks are also on the process of achieving scale of economy. The

In past, Schedule I Banks ought to be widely held by a large number of shareholders, originally with no investor holding more than 10% and foreign ownership was previously limited to 25%. However, these rules have been changed according to a new legislative policy framework introduced in June of 2000. Under the new rules, there are three sub-classes of banks, based on the size of their equity capital: 1) large (greater than $5 billion); 2) medium ($1 to $5 billion); and 3) small (less than $1 billion). Based on present figures, the $5 billion cut-off point would establish the top six Schedule I Banks as large banks, except the National Bank (although it would be classified as such until deemed otherwise by the Minister of Finance). The large banks have to remain widely held under new criteria that eliminate the 25% foreign ownership rule, and permit a single investor to own up to 20% of the voting shares of the bank, and up to 30% of non-voting shares, subject to a ¡°fit-and proper¡± test designed to evaluate their character and suitability. Medium banks would be allowed to have a single owner hold up to 65% of shareholdings and would be required to maintain a public float of at least 35% of voting shares. Small banks would face no ownership restrictions other than the ¡°fit and proper¡± test. Following the reform, the nationality is no longer a

Banks play vital role and are key elements of global economic activities. So the global trend to do

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.

Mainly, the challenge facing the banking integration results from the significant difference that exists in banking regulation across ASEAN countries. Furthermore, a broad diversity between ASEAN countries in terms of their banking performances.

Australia has a strong, profitable, sophisticated and well regulated banking sector which is welcoming of new entrants and increasingly engaged in regional and global markets.

Asia market are growing faster which is a seductiveness to Australian business. There are Australia’s “big four” banks : ANZ, Commonwealth Bank, NAB and Westpact which are operating in Asia. As we know, doing business in Asia that is tough. All the foreign banks might to take the high gamble, they have to face with highly pressures from the stringent regulatory limitation , cultural or business environment, but these pressures may

Lately, the international financial integration has increased. Over the years, the world economy has witnessed an increase in the number of individuals and businesses using international banking services. In today’s competitive global economy banks have the option to solely service their home market, to export services to foreign markets, or to establish a presence in that market. Essentially, banks have two options of expanding their operations in foreign markets. They can either service foreign clients through their domestic offices or they can establish a presence in the foreign markets. In general, the reasons for bank internationalization in

In contemporary social and with the world econo006Dy expand. It has produced a great number of multinational banks, those banks in order to achieve more profit, they expand and develop to emerging countries, which is called foreign direct investment (FDI). So, in this report, in order to much better understand some information about FDI, especially FDI impact of foreign retail banking investment in China on the commercial performance Chinese retail banks. Besides, by using Chinese bank industry as a example. In this research, these can be broken down into four broad categories: one is reasons

Over the past few years, the global business operating environment has increasingly become challenging. First it was the global financial crisis followed almost immediately by the Europe crisis-which is currently threatening to become a global economic crisis-that presented these challenges. It was argued that economies, such as Jordan which are relatively smaller players in the Global arena would not suffer the adverse effect of the crisis. In fact Jordan and Lebanon were the main Middle East countries expected not to suffer from the adverse effect of the crisis. On the contrary, they were expected to benefit based on the fact they are consuming economies. Large trade deficit that would enable them enjoy cheaper imports as

This chapter deals with various nationalized and private banks that provide various facilities to the Importer as well as to the Exporter.