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
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
Commonwealth Bank has a strong presence in Australian financial services industry and has the largest customer base of any
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).
JPMorgan Chase and Co. (JPMorgan Chase) is one of the main suppliers of money related administrations on the planet. The organization's buyer and business banking and solid capital sufficiency are its real strengths, even as home loan and commercial banking continue to be a territory of concern. The organization's introduction to the current financial imbalances and extraordinary rivalry might affect the organization's performance. Be that as it may, the little business banking and worldwide asset management business sector could display new development chances to the organization.
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).
• Governance and oversight: Assessing business model and strategy changes and reinforcing the importance of sound corporate governance appropriate for the size and complexity of the individual bank. A specific focus will be on determining the adequacy of strategic, capital, and succession planning. Examiners will assess whether the plan is appropriate in light of the risks in new products or services. If applicable, examiners will assess the bank’s merger and acquisition processes and procedures.
With the outstanding performance through the years of UOB, its mission statement has been realistic and it certainly have helped the company to stay on track and to achieve its vision of being a premier bank, as it has eventually became the top leading bank Asia and the Asia Pacific region. The mission has greatly equipped the bank with the right attitude and goals to help achieve its vision. By being committed to providing quality products and excellent customer service, it paved the way for great excellence which is a key factor to become an outstanding bank in comparison with the other competitors.
level of competition and prove a potential threat for the market share of SBI bank.
Banking industry is highly competitive as there is high exit barrier. Moreover, competitors are large and quite equally balanced. Additionally, as banking industry has emerged for hundred years, just about everyone who needs banking services already has them.
“We aim to become a super regional bank. This involves growing our presence in the Asia pacific region and sourcing 25-30% of earnings from our Asia Pacific Europe and America division by 2017, while also being very focused on growth in our core domestic businesses in Australia and New Zealand.”
Service in this fragment ought to be separated as there are loads of other comparable services offered by different banks; in any case, the service of Barclays regularly stands distinctively to the requirements of the client. In addition, advancing the services will be exceptionally troublesome so the bank ought to utilise different method for advancement such as TV; daily papers, radios, and so forth as they will cover huge are in less time (Huang & Sarigöllü, 2012). Besides, at the second section costs of the product can be kept high as they are targeting the general population with high income. Moreover, this sort of corner section direct selling would be fitting as the business sector is little and not
This report compares financial performance of two major banks of UK i.e. HSBC Bank Plc and Barclays Bank Plc on the basis of their Balance sheets and profit and loss accounts for the year 2009. This report also provides SWOT analysis of both banks i.e. HSBC and Barclays Bank Plc and provides an insight into their Banking Strategies.
3a) Identify Barclays Bank’s current strategy i.e. market entry, substantive growth, limited growth, retrenchment etc. and explain why it is an appropriate and justified strategy for the business.
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.
To facilitate the process of achieving this goal, JKB has strategic partnered in different capacity with various organizations. A good example is the selling of its 4.8 million shares, an approximate 4.8% of its market capitalization, to Odyssey Reinsurance Company, a strategic foreign investor. The investor possesses financial capabilities and competence needed to push the bank forward. Similarly, its partnership with Microsoft Jordan was also another strategic move worth noting. The partnership guarantees the bank continuance support and consultation on key technologies that are effective in supporting the bank’s activities. Adopting, integrating and aligning technology with the business strategy of an organization has been regarded as an essential source of organization’s competitive advantage. The role of technology in IT has particularly been emphasized (JKB 2011; Zawya 2011; Betz 2001).