Scotiabank Vision Statement

During this period, the bank successfully completed several acquisitions and mergers, with each accelerating the growth of the bank’s earnings. In 1980, the bank changed its rename to New Home Federal Savings & Loan Association. In 1984, it changed from a Savings and Loan Association to a Federal Savings Bank, and changed its name to Penn Savings Bank, FSB. In 1991, the bank was again renamed, adopting the name Sovereign Bank FSB, and finally Sovereign Bank in 1996. The period between 1991 and 2006 saw the bank complete more acquisitions and mergers, with the biggest one being in 2000 when it bought around $12 billion in deposits, loans worth $8.1 billion, 285 New England branches and 550 ATMs from FleetBoston Financial. It expanded to New England in 2000 and later to the New York area in

RBC financial, a full service bank in Canada is facing fierce competition from leading financial institutes and new niche-market entrants after deregulation, the bank is also struggling with its 7th ranking out of 8 among financial institutions in the bank’s internal value for money study.

Although the Canadian Bank oligopoly has traditionally been uncontested, the environment in which they operate is experiencing significant change. In order for retail banks to remain relevant in a decade, they must make significant changes to their business model. International political landscape tensions hinder international ambitions of banks and while the increased regulation is viewed as an additional burden, it is currently one of the rare forces keeping new entrants from dominating the entire industry. The Canadian population is facing a significant shift affecting the banks environment, their customer base includes an increasing proportion of millennials, women and visible minorities. Canada has the second largest population of foreign born habitants, and due to mass migration this trend will intensify.

Cases of fraud have been increasing over the years, and different agencies and authorities that have the task of subduing fraud have to get involved and put a stop to it. In the instance of which fraud has been uncovered, it is crucial to be aware of the red flags that were present in relation to fraud and associate them to the factors related to the fraud risk assessment. As Troy Gillard states in the Rd news magazine, a man that broke free after being acknowledged as suspicious when he wanted to take a loan out at the Cash Canada using a stolen ID amongst other official documents that had been stolen. It seemed that the ID and the other documents

It has come to my attention from the security analysts of VL Bank and victims that commercial customers of VL Bank have been involved in identity theft and fraud. Multiple user accounts were created without authorization claiming the identity of our customers. These fake accounts were used to make twenty-nine transfers of $10,000 each, equaling $290,000. The bank transfers were being sent to several U.S. bank accounts of unknown individuals. The U.S. banks involved in the transfers were Bank A in California, Bank B in New York, Bank C in Texas, and Bank D in Florida. After the funds were transferred to one of these banks, the funds were

I think one of our strengths was corrective learning. In terms of strategic decision making, we were able to learn from some of our mistakes in the early rounds so that we ended up performing slightly better than how we started – in terms of net income, segmentation focus etc. which helped us

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).

In 2002, Portland’s interests expanded internationally with the acquisition of National Commercial Bank (NCB) Jamaica Ltd. and its subsidiaries. Since becoming part of the Portland group, NCB profits have increased to approximately US$100 million from US$6 million (Portland Holding Inc, 2007). NCB today stands as Jamaica’s largest bank with 45 branches, 2,400 employees, and offices in the Caymans and the United Kingdom. NCB was awarded the Latin Finance 2007 Bank of the Year Award (Portland Holding Inc, 2007).

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 Scotiabank is one of the world’s most popular banks in North America and is located in Canada, Halifax. Founded in 1832, Scotiabank came to be the second largest bank in Canada. A year after its development, Scotiabank paid out its first dividend to shareholders. Having marked the method in history, it was carried out through the golden era to the modern era and is yet continued to this day. Scotiabank provides innovative financial products and services to individual customers, small/medium sized business, corporations and governments across the world.

The objective of this report is to analyze and evaluate Scotiabank’s primary business activities and financial data to determine whether or not it would be a good employer of recent University of Calgary graduates. This report includes sections such as company introduction, marketing and operations management, corporate social responsibility and recent issues, and financial information.

The Royal Bank of Canada was founded in 1869; Royal Bank was Canada’s largest financial institution with assets of Canadian$245 billion in September 1997. Royal bank was ranked first or second among Canadian financial institutions in earnings, market capitalization, and in virtually every financial service it delivered. The bank had 10 million personnel, businesses, government, and financial institution clients that were serviced through one of the world’s largest delivery networks. This network included more than 1,600 branches and over 4,000 automated banking machines. In Canada it was selected as number one among all companies regardless of industry in the categories of “Leader in Investment Value,” “Leader in Responsibility” (which measured equality and charity), and “Leader in Financial Performance.” Royal Bank operates to date in over 30 countries and has over 100 delivery units. The bank was strongly represented in the major international financial centers of the world, including New York, London, Frankfurt, Tokyo, Hong Kong, and Singapore. Royal Bank was located through Latin America and Europe. Business clients were offered services in corporate banking, trade financing, treasury services, and

Barclays as a financial institution has established itself as a major player in the global financial services and banking sector. The company has spread out from its native UK to the rest of the world and its presence in developing regions of South Asia and Africa is massive. Barclays has become a global player in the market for financial services and may continue to grow even further as the years go by.

In 1996, Citibank was an emergent banking institution attempting to increase its market share in the competitive Los Angeles area. In order to do so, the bank’s strategy was to focus slightly less on their financial growth, and much more on providing “a high level of service to its customers”. Management viewed this paradigm shift as “critical to the long term success of the franchise”.

According to group´s performance from 2002-2006 identifies that Barclays´ performance underpinnings are represented by its strategy of acquiring other banking (such as ABN Amro and Banco Zaragozano) concerns to expand its retail as well as other banking services through representation in international markets as represented by the bank’s presence in 60 countries. This provides Barclays with the means to sell its highly profitable investment banking services as well as be positioned to service the cadre of multinational companies that utilize its diverse banking financial service packages.