...CREDIT RISK MANAGEMENT AND BAD DEBT CONTROLLING Case: ANZ Vietnam LAHTI UNIVERSITY OF APPLIED SCIENCES Degree program in International Business Thesis Spring 2013 Minh Thong To Lahti University of Applied Sciences Degree Programme in International Business MINH THONG, TO Credit risk management and bad debt controlling Case: ANZ Vietnam Bachelor’s Thesis in International Business, 53 pages, 3 pages of appendices Spring 2013 ABSTRACT It can be seen that the Vietnamese economy in the first decade of the 21st century has a significant development in the banking sector. Commercial banks represent a big role in this development. The banks’ capital rose rapidly and became an important factor in Vietnamese economic growth. However, a negative side always follows the result of any growth. Expanding operation leads to debt rate increase in most commercial banks. Especially bad debts rate rose rapidly. Bad debts became a serious problem for the Vietnamese economy. When the amount of bad debts increases to a particular point, it will hinder the development as well as the operations of the banks. Due to this issue, controlling the bad debt rate is hard work for all commercial banks. There is no model of solution for all banks. According to specific characteristic of each bank, specific solutions to control bad debt rate are provided. However, those solutions seem to be not as effective as expected due to many reasons. When Vietnam became an official member of the World Trade...
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...Information Systems supporting Business Processes Unit Code: CIS 13 Assignment 1 – Part B Executive Summary The ANZ Bank has an organisational structure which is divided into geographic location. The focus of this report is on the Australian Division and The Retail Distribution Functional Area. All functional areas within any business are support by a number of business processes. One business process which supports ANZ’s Retail Distribution functional area is Retail Lending. This particular business process plays a big part in creating revenue and ensuring that any risks in lending are kept to a minimum. Management and sales staff within Retail Lending use two types of Information Systems (IS), Hogan and Seibel Customer Relationship Management (CRM). It is these IS which allow ANZ to create their revenue and ensure the appropriate risk assessment is being use. Information Systems are used in all types on businesses globally; they add value to the organisation and also to the customers. Table of Contents Executive Summary 2 1. Introduction 4 2. Retail Distribution – Functional Area 4 2.1. Business Process 4 3. Customer Information System – CSC HOGAN Systems 5 3.1. Supporting Business Process 5 3.2. Value Add 5 3.3. Inputs, Outputs and Feedback 5 3.4. Requirements 5 4. Customer Relationship Management System - SEIBEL 5 4...
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...ANZ Vietnam Internship Report ANZ Vietnam Internship Report Internship Report Synopsis Name | Nguyen Tran Tuan Chau | ID | 03001011011003 | Program | Bachelor of International Management | University | Banking University Ho Chi Minh City | Duration | April 2nd – July 1st, 2014 | Advisor | Hoang Van Chien | Supervisor | Nguyen Huynh Phuoc An, Manager of Credit Assessment Nguyen Xuan Phuong, Assistant Manager of Credit Assessment | Type of Internship | Credit - Finance and Banking | Institution name | Australia and New Zealand Banking Group Limited (ANZ) | TABLE OF CONTENTS Acknowledgement 4 Executive Summary 5 Chapter I: Company Profile A. ANZ Global 1. Overview 6 2. Achievements 6 B. ANZ Vietnam 1. Location in Ho Chi Minh City 8 2. Local Network 9 3. Website 9 4. History Background 9 5. Key Milestones 10 6. Shareholders 11 7. Achievements 11 8. Strategy: Blueprint for Success 13 9. Products and Services 9.1. Institutional – Commercial Banking 14 a. Institutional Banking 14 b. Commercial Banking 15 9.2. Retail Banking 15 10. Customers 17 11. Organizational Chart 17 12. ANZ Share Priorities 2014 18 Chapter II: Working Diaries 1. Internship Activities 19 2. Activities and the Role of Credit Assessment to ANZ 20 3. Performance of Credit Assessment – Personal Loan 21 Chapter III: Conclusion 1. Assessment of the Internship 22 ...
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...Executive Summary The article applies PESTEL and five- forces analytic methods to analyze opportunities and threats of Westpac Bank Group in general and competitive environments. Specifically, in general environment, the key perspectives are political and economic factors. However, faced with strong substitutes and rivalries, Westpac would focus on those great threats. In addition, the report demonstrates the visions and missions of the company, indicating the Westpac’s objectives. Then, SWOT analysis is used in the company’s strategic management, which discovers the strengths including company’s infrastructure, great reputation, staffing level and the weakness covering capital risk and low profitability. Moreover, five categories of resources, namely financial, physical, reputational, technological, human resources are discussed. Furthermore, several specific strategies would be presented to gain company’s further objectives and achieve better development. Finally, some recommendations will be suggested to the company, enhancing Westpac’s business operations and development. 1.General environment As one of the big four banks in Australia, Westpac Bank is unavoidably affected by macro environment, faced with several opportunities and threats. Specifically, in terms of political and legal factors, although lots of financial policies and regulations are made to support better Australian banking industry reforms, excessive regulatory interventions may confine Westpac development...
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...IMPLEMENTATION OF CUSTOMER RELATIONS MANAGEMENT AT ANZ BANK Table of Contents 1.0 Introduction 3 2.0 Company Background 3 3.0 SWOT Analysis 4 4.0 CRM Project Objectives 4 5.0 Selected CRM Suite and Analytical Capabilities 5 6.0 Infrastructure Requirements 10 7.0 Training 11 8.0 Timeline 12 9.0 Budget 14 10.0 Conclusion 14 References 15 Implementation of Customer Relations Management at ANZ Bank Introduction Customer Relations Management (CRM) is the integration of people, processes, and technology to maximise relationships with its customers (Goldenberg, 2003, p.7). It involves a comprehensive approach that provides seamless coordination between all customer-facing functions through technology, which is used to organize, automate, and synchronize sales, marketing, customer service and technical support. The main aim of the CRM initiative is to facilitate the use of technology and human resources to gain valuable insights into the behaviour and value of its customers (Onut et al., 2002, p.3). This is particularly very instrumental in the banking sector (Yao & Khong, 2012, p.151). CRM programs are associated with improved financial performance, customer loyalty and satisfaction. Company Background The Australian and New Zealand Banking Group (ANZ bank) is the third largest bank in Australia and the largest bank in New Zealand in terms of market capitalization. Australian operations...
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...Liability Management GROUP ASSIGNMENT Table of Contents EXECUTIVE SUMMARY 3 INTRODUCTION 4 1. COMPANYANALYSIS 5 1.1 Company overview 5 1.2 Product & Services 5 2. INDUSTRY ANALYSIS 8 2.1 Industry overview 8 2.2 Competitors analysis 8 2.3 Current state of the economy 8 2.4 Porter’s five forces 13 2.5 SWOT Analysis 16 3. BUSINESS AND FINANCIAL RISKS ANALYSIS 16 3.1 Liquidity Risk 16 3.2 Capital risk 19 3.3 Strategic risk 22 3.4 Credit risk 23 3.5 Foreign exchange risk 25 3.6 Market risk 27 APPENDICES 29 REFERENCES 36 EXECUTIVE SUMMARY The main purpose of this report is to investigate Bendigo Bank’s business and financial risks for the sake of suggesting the most appropriate financially justified risk management strategy. The main content of the report is divided into four major parts including (1) Company analysis, (2) Industry and peer analysis, (3) Risk management analysis and (4) recommendation. The first section will critically provide a brief overview of the company background and detailed information about its core products and services consisting of personal banking, company banking and wealth management. Following section will discuss through macro-economic factors including the current state of the economy measured by relevant economic indicators. Then, the industry overview and the performance of major rivalries will be analysed and supported by conducting Porter’s five forces and Swot analysis. The critical...
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...Company Report: Strategy Evaluation 8 February 2013 Table of Contents Executive Summary 3 Industry: Banking and Financial Services in Australia 4 Overview 4 PESTLE 5 Porter’s Five Forces of Competition 6 Firm: Westpac 7 Overview 7 McKinsey’s 7 S Framework 7 Competition Analysis 11 Blue Ocean Analysis 13 SMSF and Strategy Recommendations 13 What is a SMSF? 13 Three tiers of Non-Customers 13 Strategic Canvas – SMSF 14 3 Keys to Success: Tagline, Focus and Differentiation 14 Option 1 14 VRIO 15 Option 2 15 VRIO 15 Appendix 17 Industry Analysis Charts 17 Porters 5 Forces Analysis Detail 20 Westpac Strategic Priorities 22 Material issues 23 Executive Summary Westpac Bank is Australia’s first Bank, founded in 1817 and is currently one of the “big four” group of lending banks in Australia. Listed on the stock exchange in 1970, Westpac has a history of acquisitions, notably the recent (2008) purchase of St George, which contributes 19% of Westpac’s Cash Earnings. Westpac has a market capitalisation of $76.5 billion in an industry with an overall value of $208.6 billion, or roughly 10% of Australia’s GDP. The financial services industry in Australia is an Oligopoly, with the big four banks accounting for over 80% of the market. A mature market, players are converging, and the industry is forecast to grow at around 8% year on year to 2018. Competition in this industry is fierce, though there is also speculation that there may be significant price signaling...
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...A CASE STUDY ON BANKS IN FIJI COMPILED BY: SHINAL PRIYANKA CHAND 1 INTRODUCTION Fiji has a well developed financial system that not only is secure and sound but has remained flexible despite the recent global financial crisis. The strong involvement of the banking industry to the Fiji Financial System has been a major factor in this regard. Over the years the Banks have invested heavily in Fiji and have remained committed to delivering services that have helped shape and develop our country into what it is today. At the end of 2010 the commercial bank’s assets alone was approximately 42% of the entire financial system and this highlights the importance of this industry in the local economy. The value of total assets of the commercial banks at the end of 2010 was $4.5b and equates to around 75% of GDP. Commercial banks are financial institutions that primarily intermediate between the savers and the borrowers in an economy. They also buy and sell foreign currencies and facilitate trade and the transfer of payments both domestically and across international borders. It is these very transactions that help to pay for our salaries, the importation of goods and services that we use almost every day, and provide the much needed capital for investment. At the end of 2010, the total loan book value of all banks stood at $3.1b and this has grown by 159% over the last 10 years. Furthermore, Commercial banks play an important...
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...Group Limited (“the Company”) together with its subsidiaries which are variously described as: ”ANZ”, “Group”, “ANZ Group”, “the Bank”, “us”, “we” or “our”. ANZ ANNUAL REPORT 2014 ANZ IS EXECUTING A FOCUSED STRATEGY TO BUILD THE BEST CONNECTED, MOST RESPECTED BANK ACROSS THE ASIA PACIFIC REGION WHO WE ARE AND HOW WE OPERATE ANZ’s history of expansion and growth stretches over 175 years. We have a strong franchise in Retail, Commercial and Institutional banking in our home markets of Australia and New Zealand and we have been operating in Asia Pacific for more than 30 years. Today, ANZ operates in 33 countries globally. We are the third largest bank in Australia, the largest banking group in New Zealand and the Pacific, and among the top 20 banks in the world. ANZ is building the best connected, most respected bank across the Asia Pacific region. The strategy has three key elements – strong domestic markets, profitable Asian growth and an enterprise wide approach to operations and technology. Our strategy is based on the belief that the future of our home markets of Australia and New Zealand are increasingly linked to the fast growing region of Asia through trade, capital and wealth flows. We also believe that people want a bank that understands their specific needs, and increasingly can meet these needs in more than one market through a variety of means. ANZ is particularly focused on the significant organic growth opportunities which exist within...
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...[Company name] Business Plan Prepared by: [name] Date: [date] Version: [version number] This template is provided as a complimentary service of Australia and New Zealand Banking Group Limited (ANZ) ABN 11 005 357 522. It contains general information only and is not a substitute for commercial judgement or professional advice. To the extent permitted by law, ANZ disclaims liability or responsibility to any person for using this template. ANZ’s colour blue is a trade mark of ANZ. CONTENTS Business Snapshot 4 1. OVERVIEW 5 1.1 Background 5 When and why the business started 5 Current position 5 What’s changed since the business was started/purchased? 5 Key milestones 5 Approach to decision making 5 1.2 Structure and Resources 6 Organisational structure 6 Business entities 6 Key people 7 Key advisors 7 2. MARKETING PLAN 8 2.1 Marketing 8 Target market 8 Competitors 8 Marketing and promotion 9 Recent activities 9 Planned activities 10 2.2 Customer Strategy 11 Customer management 11 Customer acquisition 11 3. BUSINESS ENVIRONMENT 12 3.1 Market Analysis 12 The industry 12 3.2 SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis 12 SWOT analysis and brainstorming 13 4. OPERATING PLAN 14 4.1 Products and Services 14 Products/services offered 14 Pricing 14 Payment 14 Distribution 14 Future growth 14 Key suppliers 15 Key customers 15 4.2 Facilities 16 Premises 16 Assets and equipment...
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...Strength. Momentum. Connectivity. 2011 ANNUAL REPORT BUILDING A BANK OF GLOBAL QUALITY WITH A REGIONAL FOCUS WHO WE ARE AND WHERE WE OPERATE OUR PROGRESS ANZ‘s ANZ‘s history of expansion and growth stretches over 175 years. We have a strong franchise in Retail, Commercial and Institutional banking in our home markets of Australia and New Zealand and we have been operating in Asia Pacific for more than 30 years. ANZ ANZ is the only Australian bank with a clearly articulated strategy to take advantage of Australia and New Zealand’s geographic, business and and cultural linkages with Asia, the fastest growing region in the world. Today, ANZ operates in 32 markets globally. We are the third largest bank in Australia, the largest banking group in New Zealand and the Pacifi Pacific, and among the top 50 banks in the world. OUR SUPER REGIONAL STRATEGY We We articulated our super regional strategy in late 2007. The rationale behind our strategy is simple – to deliver shareholders long-term growth and differentiated returns through connectivity with the growth markets of Asia – returns we do not believe to be available through a domestic-only strategy. Our aspiration is for Asia Pacific, Europe & America sourced revenues to drive drive between 25 and 30% of Group earnings by the end of 2017. Connectivity Connectivity is at the heart of ANZ’s strategy by being part of the growth within Asia and supporting the increasing trade, investment ...
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...mortgage industry. We use the Fujitsu Mortgage Market and Yield Improvement Modelling. See page 30 for analyst certification and important disclosures, including investment banking relationships. JPMorgan does and seeks to do business with companies covered in its research reports. As a result, investors should be aware that the firm may have a conflict of interest that could affect the objectivity of this report. Investors should consider this report as only a single factor in making their investment decision. Brian Johnson (61-2) 9220-1605 brian.d.johnson@jpmorgan.com Asia Pacific Equity Research 25 February 2005 Table of Contents Executive Summary .................................................................3 Industry Overview ....................................................................5 Mortgage Brokers...................................................................10 International Comparison ......................................................14 Market Shares .........................................................................18 Half An Hour With John Symond (Aussie) ...........................21 Appendix .................................................................................26 2 Brian Johnson (61-2) 9220-1605...
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...The attached assignment is NOT a model answer but rather an indication of how one syndicate group approached the problem set for that semester. It was one of the better papers but ……… Please note that the Executive Summary portion received a fail as it did not concentrate on what the group had recommended – the alternatives and why which one was chosen. They did, however, develop some alternatives, discussed them and then decided which one should be selected within the main body of the paper. It is also worth noting that for a 2008 assignment; almost all of the references were from that year. There are NO textbooks listed. AFF92 260: Aust ralian Cap pital Mark kets Semester 2‐ 2 S 2008 MZM C ON ULT ING M M NSU G MRCB gula y Ca al B Reg atory apita Fu ing Alte ative und erna es Authors: Version 1.0 Date e Issued: 25/09/ /2008 Word Count: 5,000 (no ot including ta ables) MZM CONSULTING Paul Masulan ns, Alex Zaikin ne, David McG Ghee Monash Unive M ersity Level 3 Building H 900 Dandenon ng Rd. PO Box x 197 Caulfield East, Victoria 3145 Australia 25 Septem mber 2008 Re: Regulatory Capita al Funding Alternatives CB Board, Dear MRC Please find the attach hed report on n regulatory capital funding alternatives. ument has b been prepare for the C ed Chairman and Directors ...
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...(Australia), Yen Ngai (Australia) Team 53 Contents Executive Summary Business Overview Business Opportunity Business Objectives Products and Services Management Plan Business Structure Marketing Plan Market Analysis Emphasis on the Bottom of the Pyramid Competitors Financial Plan Financial Strategy Sources of Finance Projected Profit and Loss References Pages 2 2 2 3 4 4 4 5 5 6 6 6 6 7 8 1 Team 53 Executive Summary INNOVATE Education and Training is a global education company that provides general education and formal skills training solutions to people at low income levels, living in less developed countries around the world. INNOVATE will supply basic portable DVD players, or PDPs, at very low cost to communities and individuals who require education and skills training to aid in their development and welfare. The implementation of an ongoing educational DVD distribution program, using the PDPs as the medium through which education and skills training programs can be delivered to its users, will make up the second element of INNOVATE’s range of product and service offerings. By leveraging alliances and partnerships with governments and other large multinational companies around the world, INNOVATE will be able to utilize a profitable business model, which at the same time will have the potential to benefit millions of people in developing countries. Business Overview Business Opportunity Importance of Education For many years, education has been widely...
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...technology and a worldwide system for making the transaction and keeping of data. This sector also involves optimizing the way it makes internal and external payments, and making the best use of internal liquidity (cash owned by the company) to reduce the need for external loans. This is the main reason to be rationale for choosing this topic. It can be said that this report is also important for SCB because, by this report it will create awareness among the employees and customers about the present payment procedures. It will also help them to improve their services and also find faults and remove those errors. If I am working on this topic it will also help me to know more about cash management system of this bank. 2.2 Overview of Company: Standard Chartered Bank has been operating in Bangladesh for more than 100 years. Having being established in British colonial period, the bank has positioned itself as a unique business serving the local business community with due professional and ethical fervor. The Standard Chartered Group was formed in 1969 through a merger of two banks: The Standard Bank of British South Africa founded in 1863, and the Chartered Bank of...
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