Standard Chartered Bank: Strategic Growth And Recommendation To Standard Chartered Bank

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1. Introduction
Executive Summary
The aim of the report is to offer a set of recommendations to Standard Chartered Bank (SCB) that will sustain and improve their competitive position in the next 5 years after analysis and compare with their key competitors, The Hongkong and Shanghai Banking Corporation (HSBC).

In the first section, we will look at the overview of the banking industry such as the strategic position, its structure, and information on major competitors. We will also look at the strategic developments at the industry level as well as overall competitive challenges. We analyzed the trends that impact on the business growth, innovation and risk management. We also examined the implications of some developments for business, regulatory
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Both banks had existed for more than a century when they merged. They also made a perfect match because they were the product of the colonial era with similar structures and experience. These banks were keen to capitalize on the expansion of trade and to earn profit to be made from financing the movement of goods between Europe, Asia and Africa.

In the early 1990s, SCB has focused on emerging its strong franchises in Asia, Africa and the Middle East. Management concentrates on institutional, corporate and consumer banking and on treasury services – areas in which it has particular strength and expertise. The series of acquisitions that would increase SCB position in the emerging markets industry. Since 2000 the bank has accomplished a number of strategic alliances and acquisitions, which have expanded the customer and geographic reach and widened the product ranges (Sc.com,
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Over the years, it established a network of offices, which were strategically located throughout the island to serve the needs of business and industry. The bank had progressively increased the range of its services in line with the dynamic growth and development of Singapore as an international business and financial centre.

Standard Chartered Bank is a British bank headquartered in London with operations in more than seventy countries. It operates a network of over 1,700 branches and outlets (including subsidiaries, associates and joint ventures) and employs 73,000 people.
Despite its British base, it has few customers in the United Kingdom and 90% of its profits come from Asia, Africa, and the Middle East.

Because the bank's history is entwined with the development of the British Empire, its operations lie predominantly in former British colonies, though over the past two decades it has expanded into countries that have historically had little British influence. It aims to provide a safe regulatory bridge between these developing
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