...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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...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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...Module 1 - The Accoutant As Strategic Business Adviser The Need For Advice 1.4 (9 issues small business entrepreneurs seek advice about - business structure, IP, liability, regulation, contracts, etc) 1.4 (Malach, Robinson & Radcliff 2006) 1.4 (business efficiency & productivity, management information systems, risk management & internal controls) 1.5 (strategic level - selecting appropriate growth strategies, identifying new products and markets, etc) 1.5 (the need for advice variety of reasons - consider the demand for advice arises) 1.5 (Xiao & Fu 2009) 1.5 Table 1.1 - Characteristics Of Different Sized Organisations 1.6 (SE MSE LE - organisation, strategy, customer/community, financial, governance, work force, IT processes) 1.6 Requests For Advice: Operational - Srategic - Global 1.7 (improving operational performance, greater strategic role, globally relevant issues) 1.7 Example 1.1: A Busniess Dilemma 1.7 Counterpoint (opposing arguement, soft skills, first: make the right decision about the services they perform - second:) 1.7 Providing And Implementing Advice (technical skills, soft skills) 1.8 Figure 1.1 - Providing Business Advisory Services 1.8 (issue, requirement, request, investigation, advice, decision, implementation) 1.8 (recommend actions should be well supported, identify key stakeholders) 1.9 Figure 1.2 - The Chain Of Events For Business Advisory Services) 1.9 Example 1.2: Succession Plan - Please Help 1.9 ...
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...Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 2. Primary source . . . . . . . . . . . . . . . . . . . . . . . . . 3 3. Secondary source . . . . . . . . . . . . . . . . . . . . . . . . 3 4. Sample Information. . . . . . . . . . . . . . . . . . . . . . . 3 5. Data Collection Method. . . . . . . . . . . . . . . . . . . . 3 6. Data Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . 3 6. Company Profile 1. Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 2. History Approach. . . . . . . . . . . . . . . . . . . . . . . . 4 3. Acquisition of ANZ Grindlays Bank by Standard Chartered Bank. . . . . . . . . . 7 4....
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...Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 2. Primary source . . . . . . . . . . . . . . . . . . . . . . . . . 3 3. Secondary source . . . . . . . . . . . . . . . . . . . . . . . . 3 4. Sample Information. . . . . . . . . . . . . . . . . . . . . . . 3 5. Data Collection Method. . . . . . . . . . . . . . . . . . . . 3 6. Data Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . 3 6. Company Profile 1. Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 2. History Approach. . . . . . . . . . . . . . . . . . . . . . . . 4 3. Acquisition of ANZ Grindlays Bank by Standard Chartered Bank. . . . . . . . . . 7 4....
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...The Australian Financial System in the 2000s: Dodging the Bullet Kevin Davis* Abstract The global financial crisis (GFC) occupied only a quarter of the decade of the 2000s but, because of its severity and implications for future financial sector development, dominates the decade. The Australian financial system coped relatively well with the GFC, raising the question of whether there was something special about its structure and prior evolution which explains that experience. This paper reviews Australian financial sector performance and development over the decade, then provides a more detailed overview of the Australian GFC experience and its implications, and considers explanations for the Australian financial sector resilience. 1. Introduction The Australian (and global) financial system entered the first decade of the millennium preparing for a systems crisis, in the form of the Y2K computer scare, which on 1 January 2000 passed without event. But towards the end of the decade, the financial sector was faced with, arguably, its most serious systemic crisis ever, which the Australian financial system and economy weathered relatively well compared with advanced nations in the northern hemisphere.1 While the GFC occupied only one-quarter of the past decade (from mid 2007), it prompts the questions which this review must seek to answer. Was there something about the structure and evolution of the Australian financial system which explained its resilience in the face...
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...Internship Report: HRMP in Standard Chartered Bank Abstract According to the universalistic perspective, organizations from different sectors, across industries, and through different time periods should use a series of select human resource management practices (HRMP). The main principle of this paper is to investgate whether i there is any relationship between HRMPs and organizational performance, regarding Standard Chartered Bank in Bangladesh. This study aims to investigate the relationship of training, employee participation, and selection with perceived organiz ational performance in the context of Standard Chartered Bank in Bangladesh. This study is co -relational in nature and it will examine the correlation among these variables. A single set of sample will be considered for this study and that will be the employees of Standard Chartered Bank. A set of structured questionnaire will be distributed among 200 respondents. Regression analysis will be conducted for the purpose of data analysis. -1- Internship Report: HRMP in Standard Chartered Bank Origin of the Report The BBA internship program is a mandatory requirement for the students who are graduating from the BBA program under the School of Business of North South University, Bangladesh. In the internship program, I was attached to a host organization named µStandard Chartered Bank¶ for 12 weeks. During this period I learned how the host organization works with the help of the internal supervisor....
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...Chapter 1: Introduction SME finance is the funding of small and medium sized enterprises, and represents a major function of the general business finance market – in which capital for different types of firms are supplied, acquired, and costed or priced. Capital is supplied through the business finance market in the form of bank loans and overdrafts; leasing and hire-purchase arrangements; equity/corporate bond issues; venture capital or private equity; and asset-based finance such as factoring and invoice discounting. Small & Medium Enterprises, commonly known as SMEs, are relating to three types of sectors,( Service, Business & Industry ) typically labor intensive industries with relatively low capital intensity. For a country like Bangladesh where labor is abundant and capital scarce, SME plays a significant role in employment generation, poverty reduction and overall economic growth of our country. SMEs may not always have the same access to banks and financial institutions as larger firms. Banks are reluctant to expand their SME credit portfolio because lending to SMEs was not considered to be attractive and profitable undertaking. SMEs are regarded as high risk borrowers because of their low capitalization, insufficient assets and inability to comply with collateral requirements of the banks. Administrative costs are also higher because of close monitoring and supervision and credit management of the SME portfolio. Despite all these facts, banks and financial institutions...
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...Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 2. Primary source . . . . . . . . . . . . . . . . . . . . . . . . . 3 3. Secondary source . . . . . . . . . . . . . . . . . . . . . . . . 3 4. Sample Information. . . . . . . . . . . . . . . . . . . . . . . 3 5. Data Collection Method. . . . . . . . . . . . . . . . . . . . 3 6. Data Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . 3 6. Company Profile 1. Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 2. History Approach. . . . . . . . . . . . . . . . . . . . . . . . 4 3. Acquisition of ANZ Grindlays Bank by Standard Chartered Bank. . . . . . . . . . 7 4....
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...BUSINESS RESEACRH METHOD BOND SALES FOR SME CLIENTS An Action Research Study in Lecturer: Dr. Mirza Manirajah Abdullah Prepared by Student Name : Tan Saw Kien Student ID : EMBA-R-121525 I/C NO : 700707-07-5174 RIVERBANK ACADEMY SDN BHD NO 3-3 & 5-3, JALAN PUSAT PERNIAGAAN 1, PUSAT PERNIAGAAN SG.JELOK, 43000 KAJANG SELANGOR TEL: 03-87375009 FAX: 03-87395418 WEBSITE: www.riverbankacademy.com.my EMAIL: info@riverbankacademy.com.my 1 CONTENTS DESCRIPTION PAGE Executive summary Introduction To Standard Chartered Bank Introduction to Bond Sales & Literature Review Purpose of Study Objective of Study Problem Statement Literature Review Methodlogy Limitation of Study & Data Anaylsis Summary and Conclusions Recommendations page 3 page 4 page 15 page 19 page 21 page 23 page 25 page 27 page 29 page 31 page 32 2 Executive summary Business research functions to study the internal and external factors that affect profitability and market share for a company. There are several methods used in business research that helps executives to focus the energy of developers, production staff and distribution forces. The concept of sales "theory" or marketing "theory" is problematic. This is because these are really subsets of a broader microeconomic approach to the manipulation or creation of demand. The concept of "translating purchasing power into demand" is nothing other than this. Therefore, sales "theory and practice" is an aspect of microeconomics and revolves around the response...
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...ASA University Review, Vol. 4 No. 1, January–June, 2010 Measuring Service Quality: A Comparative Analysis Between Standard Chartered Bank and Dhaka Bank Mohd. Takdir Hossan* Abstract This study compares the quality of services provided by Standard Chartered Bank and Dhaka Bank Ltd in Bangladesh. The premise of the paper is that the quality of bank’s services would be contingent on the incentive structure under which these institutions operate. Since banks are not subsidized and depend on income from clients, they would be more motivated to provide quality services to clients to meet their needs more effectively and efficiently. This premise was supported. Customers’ perception of service quality and key demographic characteristics were also used to predict choice of banks. Key Words: Customers Expectation, Perception and Satisfaction Introduction The Jews in Jerusalem introduced a kind of banking in the form of money lending before the birth of Jesus Christ. The word 'bank' was probably derived from the word 'bench' as during ancient time Jews used to do money-lending business sitting on long benches. First modern banking was introduced in 1668 in Stockholm as 'Svingss Pis Bank' that opened up a new era of banking activities throughout the European mainland. In the South Asian region, early banking system was introduced by the Afghan traders popularly known as Kabuliwallas. Muslim businessmen from Kabul, Afghanistan, came to India and started money lending business in...
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...BANKING SERVICES AND CUSTOMER'S SATISFACTION IN QATAR: A STATISTICAL ANALYSIS* Khalid Al-Sulaiti Abdullah Al-Khulaifi Fawzi AI-Khatib College of Business and Economics Qatar University ABSTRACT The main objectives of this study are to evaluate bank customer expectations of service quality and to assess whether bank services provided by these institutions are satisfactory to Qatari customers. The study also examines empirically the determinants of the buying behavior of bank customers in Qatar. A questionnaire for such purpose was designed and different statistical methods were applied. The policy implications to be derived from such statistical findings is that bank's management should focus on strength areas to confirm them and weakness areas to overcome them. * This paper was accepted for publication in 2000. The delay in its publication until this issue was outside the editor’s control. - 130 - SECTION 1 1-1 Introduction In recent years, the banking industry has undergone massive changes in scope and nature of its environment. Technological advances, increased competition, massive increases in income levels, and the expansion in economic activities, as well as the growing diversity of customer needs, have contributed to the increase in the scope of banks services, and to the elevation of the marketing department to the top levels of the organizational structure of the banking firm. In this competitive and ever changing environment, banks can ensure their...
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...in Pike River Coal Ltd (PRCL), whose mine near Greymouth suffered from explosions and a tragic loss of lives in November 2010. However, despite the resultant losses on NZOG’s investments in PRCL, which have been provided for in the financial statements, NZOG still ended the year in a very sound financial position and having an expanded outlook overall for its oil and gas operations. sands. There is potential for a sizeable discovery. NZOG holds a 90% interest in PEP 51311 but is amenable to farming down its equity to around 50%. As an adjunct to these and other New Zealand activities, which still form the core of NZOG’s operations, the company has now acquired interests overseas, through the award of a prospecting permit in offshore Tunisia and a joint study area in onshore Indonesia (Sumatra). In Tunisia the Diodore permit encompasses the Alyane prospect over which it is intended to acquire new seismic data before the end of calendar 2011. NZOG was successful in obtaining this area 100% and will look to have a partner join it ahead of drilling this very interesting prospect. Management The recruitment process to select a new chief executive for NZOG is well under way, following David Salisbury’s...
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...Swot banking The rise of retail lending in emerging economies like India has been of recent origin. Asia Pacific’s vast population, combined with high savings rates, explosive economic growth, and underdeveloped retail banking services, provide the most significant growth opportunities for banks. Banks will have to serve the retail banking segment effectively in order to utilize the growth opportunity. Banking strategies are presently undergoing various transformations, as the overall scenario has changed over the last couple of years. Till the recent past, most of the banks had adopted fierce costcutting measures to sustain their competitiveness. This strategy however has become obsolete in the new light of immense growth opportunities for banking industry. Most bankers are now confident about their high performance in terms of organic growth and in realising high returns. Nowadays, the growth strategies of banks revolve around customer satisfaction. Improved customer relationship management can only lead to fulfilment of long-term, as well as, short-term objectives of the bankers. This requires, efficient and accurate customer database management and development of well-trained sales force to develop and sustain long-term profitable customer relationship. The banking system in India is significantly different from that of the other Asian nations, because of the country’s unique geographic, social, and economic characteristics. Though the sector opened up quite...
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...Trends in manufacturing to 2020 A foresighting discussion paper Future Manufacturing Industry Innovation Council i Date: 30 September 2011 For more information, or to comment on the paper, please contact: Manager Future Manufacturing Department of Innovation, Industry, Science and Research GPO Box 9839 Canberra ACT 2601 Phone: (02) 6213 6000 Facsimile: (02) 6213 7000 Email: Futuremanufacturing@innovation.gov.au ii Future Manufacturing Council discussion paper: Trends in manufacturing to 2020 Table of Contents Executive summary ....................................................................................................................................1 Background.................................................................................................................................................2 Future Manufacturing Council................................................................................................................2 Defining manufacturing...........................................................................................................................2 Profile of Australian manufacturing........................................................................................................4 Trends to 2020 ... and beyond: Issues and opportunities for Australian manufacturing...................12 Terms of trade driving value and volatility of the Australian dollar and structural changes in the economy – an upside...
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