Report on Overall Financial Performance Analysis and Strategic Position of Scb

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REPORT ON OVERALL FINANCIAL PERFORMANCE ANALYSIS & STRATEGIC POSITION OF STANDARD CHARTERED BANK (SCB)

By

M.M Ishtiaq ID# 0630018

An Internship Report Presented in Partial Fulfillment Of the Requirements for the Degree Bachelor of Business Administration

INDEPENDENT UNIVERSITY, BANGLADESH 16th September, 2010

REPORT ON OVERALL FINANCIAL PERFORMANCEANALYSIS & STRATEGIC POSITION OF STANDARD CHARTERED BANK (SCB)

REPORT ON OVERALL FINANCIAL PERFORMANCEANALYSIS & STRATEGIC POSITION OF STANDARD CHARTERED BANK (SCB)

By

M.M Ishtiaq ID# 0630018

Has Been Approved September, 2010

Mr. Samir Mainuddin Lecturer School of Business Independent University, Bangladesh

16TH September, 2010

To Mr. Samir Mainuddin Lecturer Department of
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Cost Component Analysis----------------------------------------------------------15 15 16

B. Financial Comparison of the NCB, PCB, FCB & SDB Banks in Bangladesh---C. Financial Comparison of Private and Foreign banks through ranking----------

D. Financial Comparison Reasults-----------------------------------------------------E. The CAMELS rating system--------------------------------------------------------F. CAMELS Rating By Bangladesh Bank--------------------------------------------G. CRISL Rating of SCB-----------------------------------------------------------------

16 17 18 19

Strategic Position of SCB in Bangladesh
A. Industry Analysis--------------------------------------------------------------------B. C. E. Strategic Position of Standard Chartered Bank (SCB) -------------------------Strategy Adopted by SCB to Enjoy Competitive Advantage------------------SWOT Analysis----------------------------------------------------------------------20 23 27 28 30 35

D. Micheal Porter’s 5 Forces Model & SCB----------------------------------------F. Concluding Remark-------------------------------------------------------------------

PART – Three – References & Appendices
References--------------------------------------------------------------------------------------Appendices-------------------------------------------------------------------------------------37 38

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