...Tarleton State University Fall 2012 - Business And Society (G-B-103-052) David J. Plotkowski 000415004 Professional Interview Assignment October 15, 2012 BBVA Compass Bank Mark Lewendowski – PSS BBVA Compass Bank Professional Interview 11:00am Mark, why did you decide to enter the field of Healthcare Banking? “Healthcare in general is very stable employment environment. People are always going to need a physician or go the hospital. I started out in healthcare provider sales and worked my way up to selling revenue cycle platforms. With the growing number of electronic requirements for electronic funds transfer and payment reconciliation this position keeps me in a rapid growth market with stability to grow my future in banking as well as healthcare.” What appeals to you about your position? “The pay and benefits are great of course but just being around people and providing physicians and hospitals a solution to help them overcome the shortcomings of their systems really makes me feel satisfied at the end of the day.” How did you find the job? “One of my colleagues from another company actually ran across the position. He recommended me to Compass. In the healthcare industry you seem to always run into the same people. It is best to stay in touch and I recommend you keep very reputable. This may open other opportunities.” Does the position fit your background or did you have to make adjustments to the banking part of the healthcare market? “I believe...
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...ATHE RETURN OF JAY SIDHU SARAH BLOOM RASKIN: Q&A magazine a With inent nBa prom sorship, spon essive aggr ology n tech ades upgr leek and s ouston , h neW quarters head compass BBva the puts ight on l spot turist l its fuing mode Bank e am G O BBVA Manolo USA’s Sánchez n 2013 m mber o Septe nbanker.c a meric a GAME ON BBVA Compass’ prominent NBA sponsorship, game-changing core platform upgrade and high-tech new headquarters tower–deep within the heart of its Texas base of U.S. banking operations–have opened a new playbook for the Spanish-owned franchise. Its futuristic banking model is attracting the spotlight and giving it the means to grow both in and out of its branch footprint. BY GLEN FEST Francisco González is BBVA’s global chairman and CEO. “When you look across the houston skyline,” says Francisco González, chairman and CEO of BBVA Group, “there’s not one building that defines it.” True enough. In the biggest city in Texas, there is no Space Needle, no Empire State Building, no Gateway Arch, no Sears (or make that Willis) Tower. Houston has Heritage Plaza, the JPMorgan Chase Tower and the Wells Fargo Bank Plaza, but nothing on the iconic scale of the postmodern Cuatro Torres (Four Towers) in BBVA’s corporate home of Madrid, or even Dallas’ Reunion Tower, capped by a bulging-ball design. No, in Houston, the city’s primary architectural achievement, the Astrodome, sits vacant and neglected, and the former Enron Tower now goes by the less-than-catchy...
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...statements are the logical steps on how the business is going to reach the vision statement and keep up to its mission statement. Statements A. BBVA Compass Bank experienced five bank acquisitions throughout the past five years and has evolved to ensure one stop service to their customers and promote additional opportunities for sales, by building rapport with current books of business. They are hoping to change the significance of banking by becoming a global universal bank to their customers. B. Mission Statement- BBVA is a global group that offers individual and corporate customers the most complete range of financial and non-financial products and services by being a universal bank (bbva.com). Vision Statement- BBVA, building a better future for people (bbva.com) Strategy Statement- BBVA is a financial services group that strives to grow stronger through improvements in efficiency, profitability and capital adequacy commensurate with competitive advantage (bbva.com). Statement Validation A. As the mission, vision, and strategy statement are to be used as tools to embrace the organization’s purpose, existence, and future development. As change agents tend to be a huge factor in all of these preceding statements, the vision statement will define the best attributes of BBVA that makes it better than its competitor. The mission statement notifies what is happening now and creates...
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...BBVA Compass: Case Study Analysis Executive Summary BBVA Compass, the fifteenth largest bank in the United States, is operated by BBVA bank in Spain. They entered the US market in 2004 and expanded through mergers and acquisitions. It is positioned as a regional bank across seven states. They are planning to stay in the same geographical area, and become one of the top ten banks in the United States. With the beginning of the financial crisis in 2008, and the peak by 2010 almost all banks were going through a tough period. Government regulations on fees and consumers were leaning towards spending less positioned the banks in a difficult situation, including BBVA Compass. With their decreasing marketing budget, the bank had less than $50 million in 2011 to achieve several different marketing goals, and the money had to be used in an efficient way. On top of these they also had other problems like going against the norm and spending a substantial amount on TV and online, drop of brand awareness after adopting a new name, low conversion rates and ad network’s target market duplication. The recommended plan of action would be increasing the level of online presence by focusing more on social media channels and digital marketing, and focusing more search engine optimization. The bank should also work with the media agency to avoid ad duplication to target markets. Introduction BBVA Compass is the fifteenth major bank in the United States with $49 billion in deposits...
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...Ahmed Usman Sheikh 2012400845 BBVA Compass Case Analysis BBVA Compass, the 15th largest commercial bank in the U.S. in 2010 had to effectively utilize its limited budget to meet its strategic objectives using offline and online marketing mediums. Offline advertising mainly consisted of advertising through the traditional mediums such as newspapers, magazines, outdoor, television, radio and sponsor sporting events like NBA and other regional American football events in their most important markets. The primary reason for offline marketing was to connect with the bank’s customer base and build brand awareness and improve consideration among potential bank customers in the core markets such as the Sunbelt region. Online advertising on the other hand consisted of advertising on the internet through both search and display advertising on websites that generated traffic of users from the target market. The main goals of online advertising were to build online brand awareness and acquire new customers for various lines of business (such as new checking account customers.) Through historical data the company had evaluated that the life time value of new checking account (over 5 year period) was $800, hence the objective of the company was to minimize its customer acquisition cost, which the bank effectively managed to do using online advertising. The 2010 budget split between offline and online advertising budget was 79% and 21% respectively. Considering the rise of social...
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...A Case Study of BBVA Compass BBVA Compass is the fifteenth-largest bank in America. In December 2010, they considered about how to allocate the bank’s marketing budget in order to improve the brand awareness and market share. Based on the data and time line provided in the case material, this essay will use expected Customer Lifetime Value (LTV) to measure customer attractiveness versus customer profitability in their marketing decision making. 1. The role of online and offline advertising. From its marketing purpose, the major role of offline and online advertising was to build brand awareness and improve consideration among potential bank customers. In 2009, the brand awareness and consideration dropped significantly because of they changed their brand name to BBVA Compass. Another role is to bringing in new customers and increasing the total number of accounts at the bank. In this aspect, online advertising has a distinct advantage than offline advertising that is information tracking. This can help BBVA have a good sense of return on investment and thus allocate marketing budget in different channel effectively. Additionally, BBVA also want to utilize online and offline marketing to support its product lines such as checking, savings, mortgage, commercial banking and improve satisfaction and retention of the current customers and cross-sell to them. Because, from a survey, the top-three criteria for customer to choose a bank includes free checking service, convenient...
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...among potential bank customers for opening new checking accounts is the role of offline and online advertising in acquiring checking account customers. Another role that offline and online advertising plays in acquiring checking account customers for the bank is by being a gateway for other lines of businesses within the banks entity. As a way to maximize the global awareness of the BBVA brand, they adopted the trade name BBVA Compass in 2009. Awareness for the new name dropped below 50%, to 48% in 2009 and the goal in 2010 was to raise brand awareness to 53%. BBVA sought to achieve this through stimulating both online and offline advertising in order to further build its online brand awareness and acquire new customers for different lines of the business. Offline advertisement covers sponsorships such as the multiyear deal with the NBA that would make it the official bank for the NBA, WNBA, and the NBA Development League in the United States, Spain, and Puerto Rico. Other huge sponsorship deals are Spain’s top professional soccer league and a major college football event. BBVA Compass uses both search and display advertising, generally accompanied by a promotional offer to encourage customers to open a new checking account. Offers included an iPod Nano or iPod Touch, 5% cash back or $100 or $150 in cash. On average, the effective cost of the promotions is about $100 for each new online checking customer. 2. Is the 2010 advertising budget allocation between...
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...Bank of America: Decisions for the Future ECO 550: Managerial Economics 16 June 2013 Abstract Long-term capital budgeting is the process used by many companies to make substantial term investments, in order to receive the greatest cash flow. A company must first look at an analysis of cash flows and cost and earnings of the project to determine whether to accept or reject a capital budgeting project. The three rules used to make decisions towards capital budgeting; the payback period, net present value (NPV), and internal rate of return (IRR). The Payback Period is the tool that is used to determine how long it takes for the project to recover its initial costs for funding the project. The Net Present Value shows how the present project will affect the company. The Internal Rate of Return reveals the discount rate if the NPV equals zero. The antitrust law is a federal and state law regulation of corporations. The law insures that company does not grow too large which may prevent the growth of other corporations. The government believes that without this law that prices can become fixed and demand will be unfair in the market. In Assignment 3, I discussed the publicly traded company, Bank of America Corporation, and how the corporation deals with competition and change. In this paper, I will discuss the government regulations for mergers, the possible merger that could occur, and how the merger could be profitable. Explain why government...
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...U.S. Economic Watch 10 July 2015 Digital Banking Blockchain Technology: The Ultimate Disruption in the Financial System Nathaniel Karp • Blockchain ledgers bypasses centralized financial infrastructure • This leads to the development of new businesses and the overhaul of existing ones • For the financial sector it could imply the biggest disruption to date “I have now no doubt whatever that private enterprise, if it had not been prevented by government, could and would long ago have provided the public with a choice of currencies, and those that prevailed in the competition would have been essentially stable in value and would have prevented both excessive stimulation of investment and the consequent periods of contraction.” –F.A. Hayek “… the key innovation of digital currencies is the ‘distributed ledger’ technology that allows a payment system to operate in an entirely decentralized way, with no intermediaries such as banks.” –Bank of England What is Blockchain? Blockchain is a peer-to-peer public ledger maintained by a distributed network of computers that requires no central authority or third party intermediaries. It consists of three key components: a transaction, a transaction record and a system that verifies and stores the transaction. The blocks are generated through open-source software and record the information about when and in what sequence the transaction took place. This “block” chronologically stores information of...
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...MARKETING COURSE Articles Books & Chapters Cases Course Modules Online Courses Simulations 2012 MATERIALS Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and eLearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications: Babson College Business Enterprise Trust Business Expert Press Business Horizons Magazine California Management Review Darden School of Business Design Management Institute HEC Montréal Centre for Case Studies Ivey School of Business International Institute for Management Development (IMD) IESE Business School INSEAD John F. Kennedy School of Government Kellogg School of Management Perseus Books Princeton University Press Rotman Magazine Stanford Graduate School of Business Sloan Management Review Social Enterprise Knowledge Network Thunderbird School of Global Management Tsinghua University University of Hong Kong Customer service is available 8 am to 6 pm ET, Monday through Friday. Phone: 1-800-545-7685 (1-617-783-7600 outside the U.S. and Canada) Tech support is available 8 am to 8 pm ET, Monday through Thursday, 8 am to 7 pm ET Friday. Phone: 1-800-810-8858 (1-617-783-7700 outside the U.S...
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...Advancement Employee Communications: A Study of the Various Stages of Employee Communication Doris Chaney Liberty University BSUI 550 Dr. Jeff Boyce May 9, 2012 Abstract This paper explores several stages of employee communication technology accomplishment and how internal communication strategies developed with each technology. It aims to provide a degree of clarity on the concept by identifying stages in its evolution role of internal corporate communication in enhancing employee engagement. This paper will also make a contribution to corporate communication theory by considering the advancement of employee and the role of communication in enhancing employee communication. We will glance at the progression of communication technologies through the history, contemporary along with innovation. I recent years, advances in information technologies have provided employees with the freedom to work from any place. The communication technologies that businesses use to deliver information to employees have evolved over the decades from the mid-1800s telegraph to the current business use of an internet; as the tools evolved so did communication strategies from hierarchical forms to community building and employee engagement. There have been some technological progresses that have open new leads for corporations to communicate to their employees; these strategies on how...
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...The Definition of Employee Communication Communication is often defined as the sharing of information, feelings and ideas. In the business world, exchanging information is essential for your company's success, and there are many different avenues available to communicate with your employees and customers. With the advent of social media, the number of communication options has exploded. You can share among your employees almost instantaneously. As the speed of communication accelerates, your challenges to communicate effectively also increase. Keeping your communications accurate and informative becomes a daily challenge. Traditional Communication Methods Communicating with your employees has traditionally been a top-down process: Management created policies, procedures, documents and memos and distributed them to workers. Your now deliver communication usually through internal email messages and website updates. Employees most likely communicate through email and phone calls, with occasional meetings to update status and review accomplishments. Paper memos still exist, but their use is declining as most organizations now rely almost exclusively on email for their important communications. Email and Instant Messaging Your employees most likely use email and instant messaging for most of their daily communications. From daily updates to the latest news from your field offices, associates can stay up to date and informed at all times. The advantages of email and instant messaging...
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...beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity and cost cuts, especially the efficacy of '10,10,10' goal in a family-run business • To identify various challenges...
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...AVB 10-K 12/31/2013 Section 1: 10-K (10-K) Use these links to rapidly review the document TABLE OF CONTENTS PART III UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2013 Commission file number 1-12672 AVALONBAY COMMUNITIES, INC. (Exact name of registrant as specified in its charter) Maryland (State or other jurisdiction of incorporation or organization) 77-0404318 (I.R.S. Employer Identification No.) Ballston Tower 671 N. Glebe Rd, Suite 800 Arlington, Virginia 22203 (Address of principal executive office) (703) 329-6300 (Registrant's telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: (Title of each class) (Name of each exchange on which registered) Common Stock, par value $.01 per share New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ý No o Yes o No ý Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding twelve (12) months (or for such...
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