...INTRODUCTION 1.1 PURPOSE AIM The purpose of this project is to analyze the level of customer satisfaction at Barclays Bank Plc in Mauritius. Customer satisfaction represents a priority for any organizations to be successful. We will also be endeavoring to evaluate customer’s views on the various products and services currently offered by Barclays Bank. 1 1.2 Objectives of our Report The objectives of this report are to: ➢ Analysing customer views. ➢ Identify the Strength Weaknesses, Opportunities and Threats. ➢ Analysing the customer needs and level of satisfaction. 2. LITERATURE REVIEW 2.1 BACKGROUND The Barclays Bank plc presence in Mauritius dates back to 1919, and ever since then, the bank has played a key role in the expansion of business on the island. It has grown up to be today the third major bank in Mauritius, after the Mauritius Commercial Bank (MCB) and the State bank of Mauritius (SBM). The excellent reputation Barclays Mauritius has established since nearly ninety years is based on its substantial capital resources, high credit rating and group financial strength. Barclays in Mauritius operates as a branch of Barclays PLC (UK) and is present in both the domestic and international divisions of the financial sector. Barclays Mauritius provides a range of banking services to personal and corporate customers. Personal services include a range of current and savings accounts, foreign currency accounts...
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...Barclays 2015 Citizenship Plan September 2012 We will... ...help individuals, businesses and economies progress and grow. “Our priority is to establish the right culture and leadership, making citizenship core to our values and day-to-day business decisions”. Antony Jenkins, Chief Executive, Barclays Cover photography: Waterloo Housing Group Market turmoil was making it difficult for Waterloo Housing to raise finance for its programme of providing affordable homes. The conventional approach would have been to offer one solution. However, we took a more creative view by taking advantage of the breadth of resource across Barclays, offering Waterloo Housing a choice of options including structured debt, Private Placement and Debt Capital Market solutions. Introduction This Citizenship Plan sets out our intention to contribute to sustainable economic growth in a way that also creates value for society and in a manner that is consistent with the highest standards of integrity. The events following the financial crisis raised profound questions about the way in which the financial services industry in general, and more recently Barclays in particular, operates. Our reputation and that of the banking sector has been severely damaged. We recognise these events have created a breakdown in trust with customers, regulators and society and that we must work hard to regain that trust. In July, Barclays Board established an independent review of its business practices, led...
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...management of a Barclays Bank PLC. It is noticeable that those graphs share a similarly trend, especially the significant decrease in 2008. Choosing net loans over total assets to take a deeper look, this ratio falls 5.65% from 28.14% to 22.49% (Barclays annual report, 2008). To be more specific, this decline can be explained by the significant increase of 67% in total asset from 2007 to 2008 whereas the net loans increases only 33% in the same period. The reason behind this lower ratio relates to the close of Barclay’s controversial Firstplus loan subsidiary to new business as a result of the downturn in the mortgage market (Inman, 2008). Porfolio Quality Ratios: Over the period from 2007 to 2010, the Barclays Bank PLC faced the problems of non-performing loans, which is expressed by the increasing trend of the ratio NPLs over total loans. It can be seen that this ratio increases gradually before reaching a peak of 2.81% in 2010. In fact, this is also the problem of many other European banks. Smith (2011) stated that “The volume of non-performing loans (NPLs) carried by Western European banks ballooned between 2007 and 2010 while coverage provisions for their loss grew at a much slower rate.” This can be explained by the impact of the financial crisis in 2008, lots of businesses were affected that they could have difficulty or delayed to pay back their debt. However, after this period, as the UK economy recovers slightly in 2011, the situation starts to get better (Barclays annual...
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...K《Bank 3.0》及《Digital Bank》帶動金融創新〡本期企劃 《Bank 3.0》及《Digital Bank》 帶動金融創新 盧韻雅 / 財金資訊公司業務部業務企劃組專員 何翠婷 / 財金資訊公司業務部業務企劃組助理專員 一、 前言 的 數 位 轉 型 策 略 作 法。 比 較 兩 書，《Bank 3.0》著重觀念啟蒙與思考路徑，而《Digital 最近一年，國內金融機構談論金融資訊 Bank》 更 強 調 如 何 落 實 銀 行 數 位 轉 型 之 策 服務最熱門的書不外下述兩本，其一是 2013 略」 譯者孫一仕處長在譯者序中亦表示， ， 「當 年 出 版 的《Bank 3.0：Why Banking Is No 科技不斷演進，客戶與銀行的互動關係將會產 Longer Somewhere You Go, But Something 生根本的變化，銀行需要在不同的通路以及服 You Do.》，作者布雷特 • 金恩 (Brett King) 務方式進行轉型。讀者可藉由書中所介紹的國 是 財 富 管 理、 客 戶 體 驗 與 零 售 通 路 策 略 大 外銀行的創新嘗試，獲得啟發進而設計出符合 師，中文版為當時任職於 IBM 大中華區金融 臺灣市場特性的創新，對於銀行融入數位經濟 服務事業群支付暨交易系統總經理的孫一仕 有很大的幫助。」 先生翻譯，由台灣金融研訓院在同年出版的 《Bank 3.0 －銀行轉型未來式》；另一本則 二、 《Bank3.0》內容摘要 為 2014 年 出 版 的《Digital Bank：Strategies to Launch or Become a Digital Bank》，作者 客戶的行為已經改變，當全世界的人都把 克里斯 • 史金納 (Chris Skinner) 是全球金融 手機當成銀行帳戶使用時，未來的銀行是什麼 服務評論的傑出意見領袖，已轉任台新銀行資 模樣？「銀行將不只是一個『地方』，而是一 訊服務處的孫一仕處長再次與台灣金融研訓院 種『行為』；客戶需要的不是實體營業據點， 合作，翻譯出版《數位銀行－銀行數位轉型策 而是銀行的功能。」 略指南》。 藉由科技無孔不入，消費者的行為從網際 台灣金融研訓院鄭貞茂前院長在推薦序 網路發展到時時連線 (always-on) 的智慧型手 文 內 表 示，「《Bank 3.0》 探 討 數 位 科 技 衝 機，加上支付行為行動化，演進成為無卡、 擊下，銀行分行經營該如何調整；而《Digital 無現金的手機錢包，銀行與客戶互動方式將從 Bank》更進一步，為業者指出較為務實明確 「隨時、隨地」發展到「無時不用、無所不 www.fisc.com.tw 17 ■ 本期企劃〡《Bank 3.0》及《Digital Bank》帶動金融創新 在」，亦即人人都可能提供銀行的服務功能， 網路打造個人化銀行服務 )，再藉由巨量資料 銀行業將徹底被改變。 分析，及雲端運算的彈性運用，善用資料創造 由於人們消費習慣改變，實體分行的概 念逐漸式微，導致去銀行化 (De-banked) 的 優勢，藉由參與客戶的日常生活支付需要，以 提供有價值的服務。 ...
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...com/annualreport08 Annual Report 2008 Report Cover: Produced using 50% recycled fibre and pulp bleached using Elemental Chlorine Free (ECF) process. Report Text: Produced from 100% post consumer waste. Both mills are certified to the ISO 14001 environmental management standard. Barclays PLC Annual Report 2008 “ We thank our customers and clients for the business they directed to Barclays in 2008. High levels of activity on their behalf have enabled us to report substantial profit generation in difficult conditions. Our priorities in 2008 were (and remain): to stay close to customers and clients; to manage our risks; and to progress strategy. ” John Varley Group Chief Executive © Barclays Bank PLC 2009 Registered office: 1 Churchill Place, London E14 5HP Registered in England. Registered No: 48839 9910115 www.barclays.com/annualreport08 51° 30' 36"N London, UK 12pm GMT Contents Business review 3 Barclays today 4 Key performance indicators 6 Group Chairman’s statement 10 Group Chief Executive’s review 12 Financial review 15 Corporate sustainability 66 Our people 68 Risk management 69 Governance 151 Board and Executive Committee 152 Directors’ report 154 Corporate governance report 157 Remuneration report 171 Accountability and audit 187 Financial statements 189 Presentation of information 190 Independent Auditors’ report/Independent Registered ...
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...Customer Satisfaction in the Banking Industry Case Study – Barclays Bank of Kenya Ltd. Customer satisfaction is a major issue in almost all sectors. This can basically determine the success and profitability of a company as a satisfied customer would most likely to ‘spread the good word’ or would have be happy to do business again with the firm. It is an important theoretical and practical issue for market researchers and consumer researchers (Meuter et al, 2000). With positive results in most research, the significance of customer satisfaction and customer retention in strategy development for a “market oriented’’ and “customer focused’’ firm cannot be underestimated (Kohli and Jaworski, 1990). Specifically, Levesque and McDougall (1996) stated that customer satisfaction and retention are critical for retail banks, because of their impact on the company’s profit. With this, there is the challenge for banks to deliver a satisfactory quality service. After all, customer satisfaction is inarguably one of the two core concepts that are at the root of the marketing theory and practice (Spreng and Mackoy, 1996). The other one is service quality but it can be said it is not purely intertwined with customer satisfaction as a customer can be satisfied even though the service is not of high quality. But then, customer satisfaction is considered a must for customer retention and loyalty, and undoubtedly helps in realizing economic goals like profitability, market share, return...
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...corporations i.e. Barclays, Lloyds, RBS and HSBC. These are the corporations who were able to reorganize early, in support of demutualization movement started in the mid 1980s. In addition to this, the institutes of United Kingdom are emphasized on outreach activities like retail or banking lending to SMEs. Some posses diversified based on the model of universal banking. Foreign banks, involving U.S. banks are also sturdily present in the business of investment banking or asset management. Prominent banks of UK including RBS, Barclays and HSBC were other highly developed abroad involving through acquisitions. This paper aims in discussing on the policies and strategies of Barclay’s Bank related to management theory. Discussion Barclays is a group that is included in providing financial and economic services. In addition to this, the Barclay group place particular emphasis on the investment management and various areas of banking within the United Kingdom. The Barclays Bank has its operation throughout the world that involves Africa, USA and Asia. The Barclays bank attained fourth position in the United Kingdom. It presently provides work for almost seventy eight thousand employees and holds most of the stocks in the industry of banking. However, one of the most prominent management strategies of Barclay’s bank includes “Sports Sponsorship”. This is broadly recognized as one of the most important tools in management (Ackrill, 2001, pp. 25-29). Barclays Bank affected by...
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...AGYARE KWABENA MALVIN, 01134021D Barclays Bank marketing plan outline 1. Executive summary 2. Company description 3. Situational analysis 4. Marketing objectives 5. Marketing strategies 6. Marketing mix 7. Monitoring and control 8. Budget 9. Appendix Critical examination of the outline and its content executive summary The marketing plan of Barclays Bank focuses on introducing new innovative strategies to expand market share of Barclays Bank. The executive summary places emphasis on the 1. Objectives to achieve 2. Marketing strategies needed to achieve the objectives Company description This hinges on the fact that A. Barclays Bank is one of the leading operations in the UK financial sector with exposure to Europe, north America, middle east etc. B. Barclays was established in 1690 by John feame and Thomas Gould C. Barclays is embroiled with a number of controversial subjects such as aggressive investment trading and tax avoidance schemes. Situation analysis Barclays Bank focuses on the industry analysis. This brings to the notice that A. Barclays is the tenth largest financial service and Banking group in the world since 2010 B. Barclays Bank financial status I. Revenue of 29,936 million in 2009 C. Barclays competitors include I. Bank of Ireland II. Deutsch bank AG III. HSBC holdings plc IV. Allied Irish bank Barclays also focuses on the SWOT...
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...Review of Accounting Ethics - Week 3 Alessio Brasile Strayer University Financial Accounting ACC-557 Dr. A. Golding April 28, 2013 Review of Accounting Ethics - Week 3 Given the corporate ethical breaches in recent times, assess whether or not you believe that the current business and regulatory environment is more conducive to ethical behavior: In the past several years, Enron, WorldCom, Tyco, and others have committed financial scandals, which caused the stock market to take a hard hit. Investors and lenders learned from these scandals in the past, and just recently, have become hesitant to invest in any company that they think, or know for a fact, the company is corrupted and/or unethical. “United States regulators and lawmakers were very concerned that the economy would suffer if investors lost confidence in corporate accounting because of unethical financial reporting. In response, Congress passed the Sarbanes-Oxley Act (SOX, or Sarbox)” (Weygandt, Kimmel, & Kieso, 2012, p. 7). SOX is in place to minimize unethical conduct in corporations and ultimately, scandals. “As a result of SOX, top management must now certify the accuracy of financial information. In addition, penalties for fraudulent financial activity are much more severe” (Weygandt et al., 2012, p. 7). With these standard rules and regulations in place, corporations are less likely to commit any fraudulent activity because there is more scrutiny from lawmakers. Also, corporations have a better chance...
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...The clear-out of Barclays’ top brass plotted by Sir David Walker is an inevitable broadening of the purge triggered by the bank’s admission this summer that traders had manipulated Libor lending rates. Chief executive Bob Diamond – levered out by the governor of the Bank of England, no less – and chairman Marcus Agius – were the immediate casualties back then. Now Sir David, Mr Agius’s replacement, is kitchen sinking – the accounting practice of ditching previous bosses’ baggage – by preparing to write off impaired people instead of impaired assets. A Mr Clean has already been appointed chief executive in the form of retail bank boss Antony Jenkins, albeit that stiff costs for mis-sold payments insurance were incurred on his watch. But compensation claims weigh much more heavily on the reputation of finance director Chris Lucas, whose team underestimated liabilities by £700m. He is, moreover, closely associated with Mr Diamond, helping to create Protium, an off-balance sheet shelter for toxic loans that justifiably roused the wrath of the Financial Services Authority. The aptly-named Rich Ricci, head of Barclay’s investment bank, can be expected to pursue wider opportunities too. He is the only remaining member of the Three Musketeers, as the triumvirate led by Mr Diamond was dubbed. He could be replaced by a candidate from a US investment bank relatively unscathed by the financial scandals of recent years. Sir David, a former boss of the FSA’s predecessor, is meanwhile refreshing...
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...MINUTES ON D94 TEAM MEETING HELD ON 21ST APRIL, 2008 AT ATICO BRANCH – BARCLAYS BANK ATTENDANTS • RM • RS • DSAs OPENING The meeting began exactly at 8:45am with a prayer by DSA Dovi. It was presided over by the team manager, Mr. Eric L. Amoafu. In his opening remarks, he welcomed all members present and admonished them to be open and forthcoming with contributions and suggestions concerning issues to be discussed. AGENDA Mr. Amoafu, read out the items on the agenda which were as follows; 1. Review of DSAs Performance in the month of April 2. Barclay Loan 3. Fixed Deposit 4. A.O.B 1. Review of DSA Performance in the month of April Mr. Amoafu took the DSAs through the performance chart which displayed the Barclay loans and Scheme loans submitted by each DSA on the team and their corresponding values. On the overall, he described the total performance as highly unacceptable especially when compared to the figures recorded in the previous month. He reminded the DSAs that, the month of April marks the end of their three-months probation period and that extension of employment would be dependant upon the results/figures submitted by each DSA over the period. DSAs REACTIONS: Majority of the DSAs complaint of incessant phone calls and verbal abuse from scheme loan applicants particularly loan applicants from the Ghana Police Service because their cheques seem to be long overdue, even when approved. As a result, other potential loan applicants have...
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...is Shell UK who focuses on exploring new global oil and gas reserves. While the Secondary sector is also known as the manufacturing sector, these organisations are involved in processing, production or refining of the raw materials from the primary sector into finished goods, this sector creates a finished , useable product like car manufacturers, textile manufacturers, oil refineries Jaguar etc. an example of a business in this sector in the UK is Kellogg’s. And tertiary sector are organisations involved in providing services to people either to direct customers or other businesses which may be public or private sector, such as education, health, hospitality, leisure and financial institutions example of a business in this sector is Barclays bank. In every business sector there are stakeholders. Stakeholders of any business are any one that has an interest in the activities of the business. The key stakeholders in the business sectors of the UK are the Government, Local community, suppliers, employees, customers and the business owners. They are very important in a business in that they affect the business directly or indirectly and because of the differences in the aims of these stakeholders this may affect the overall objectives of the business in general. Conflict arises when the interest of one stakeholder affects another. The suppliers for instance want good communication...
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...Equity Research Industrials | U.S. Autos & Auto Parts 12 February 2015 Tesla Motors Inc. Another reminder of challenges ahead EQUAL WEIGHT Stock Rating Unchanged NEUTRAL Industry View 4Q print validated concern that crossing the chasm is tougher than it looks: Last week we caught the ire of Tesla bulls by lowering our estimates based on concerns about production delays and rising opex and capex (see “Crossing the chasm is tougher than it looks”). The 4Q print validated many of those concerns. Behind an EPS loss of 13c vs. consensus +30c were several soft spots – Tesla missed 4Q deliveries and guided softly for 1Q’15, ZEV credits artificially boosted results, opex grew faster than expected, and capex was guided well ahead of our conservative model. The result reinforces that Tesla’s push to become a mass market OEM is much harder than it looks. We reiterate our EW rating and remain cautious on the stock near-term. Unchanged USD 190.00 Price Target lowered -5% from USD 200.00 Price (11-Feb-2015) USD 212.80 Potential Upside/Downside -11% Tickers TSLA 26681 Shares Outstanding (mn) Don’t get caught up with ambitious mid/long-term targets…: Despite the weak quarter, there was enough to keep the die-hard bulls interested. Our take - don’t get caught up in it. On the demand side, Musk noted Tesla could reach its ‘15 S/X delivery guide of 55k even ex. China, and has a “secret weapon” which could be deployed later ...
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...SUMMARY ANALYSIS Barclays Bank PLC Credit Rating: AA-/Negative/A-1+ Primary Credit Analysts: Richard Barnes London (44) 20-7176-7227 richard_barnes@ standardandpoors.com Secondary Credit Analyst: Claire Curtin London (44) 20-7176-7032 claire_curtin@ standardandpoors.com Additional Contact: Financial Institutions Ratings Europe FIG_Europe@ standardandpoors.com Rationale We consider that U.K.-incorporated Barclays Bank PLC (Barclays) has a broadly diversified business profile, with a strong franchise across retail, commercial, and investment banking. It has progressively expanded outside its domestic market through acquisitions and organic growth. For example, non-U.K. customer lending represented 54% of the group total at June 30, 2009. Excluding nonrecurring gains and a loss on own debt, Barclays reported a £4.4 billion pretax profit for the first nine months of 2009, which was a 116% increase on the same period in 2008. The performance of the retail and commercial banking activities was depressed by elevated impairment charges, but this decline was more than offset by increased earnings from Barclays Capital, which benefited from favorable market conditions and the September 2008 acquisition of Lehman’s North American businesses. Barclays Capital contributed 62% of the group’s underlying earnings in the first nine months of 2009, which is a materially higher proportion than Standard & Poor’s Ratings Services would expect in a normal environment. Nevertheless, we consider...
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...Krishna.rao@kotak.com Kotak Securities Ltd. 3rd Floor, 6-3-1109/1, Jewel Pawani Tower , Raj Bhavan Road, Somajiguda, Hyderabad - 500082 Ph no:040 - 66772477/55, 66844451 Kotak Securities Ltd. 8-2-626/7 & 8, 4th Floor, Viashnavi Arcade, Opp Care Hospital, Road No 1, Banjara Hills, Hyderabad - 500034 Ph no:040 - 66772477/66135394 Hyderabad: Barclays Bank PLC 8/2/686/B/6/A (Ground floor), Road number 12, Banjara Hills, Hyderabad 500034 Board line: +91 040 – 30878500 Branch timings: Weekdays: 10 am - 6 pm Saturday: 10 am - 2 pm Closed on all Sundays and Public Holidays Citi financial Hyderabad | | | Banjara Hills | | | 9-10, Ground Floor, Uma Chambers, Road No: 1 Banjara Hills, Hyderabad - 500034 | | Tel: (040) 40040647 , 40115019 | | Hyderabad | | Mayank Towers, 6-3-1090/B/1&2 , Rajbhavan Road Somajiguda, Hyderabad | Tel: +91-40-6673 9000 YES TOUCH Phone Banking: +91 9008390909 | Email: contactus@yesbank.in | | | | nabard • | Andhra Pradesh (Hyderabad) | | Shri P Mohanaiah Chief General Manager Andhra Pradesh Regional Office 1-1-61 R.T.C ‘X’ Road Musheerabad Hyderabad – 500 020 Tel: (91) 040 27612640 Fax: (91) 040 27611829 Email: hyderabad@nabard.org BANJARAHILLS | MUTHOOT FINCORP LTD First Floor, No. 10-5-2-7/G/4 Nasa Arcade, BANJARAHILLS Hyderabad - 500 028 Phone: 040-64599654 | | Axis bank Address: ...
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