...Crisis in year 1997. CIMB bank, as a major player in this industry, has faced a lot of challenges from local and international. As a growing bank in that time, CIMB bank has struggled hardly to become the best financial institution in Malaysia. In recent years, the government has liberalized the banking industry, which allows more foreign financial institutions to start their business here. This has increased the level of competition within the industry and in fact, has affected the position of CIMB bank as one of the leading banks in local market. Owing to certain problems mentioned above, we have chosen CIMB bank as the topic to perform in-depth research and analysis on the organization. Our main objective is to advise the Board of Directors of CIMB bank on the impact and implications of current developments and challenges on its organization and make appropriate recommendations to ensure the continued relevance, competitiveness and growth of the organization. CIMB bank has many retail branches across the ASEAN and operates under several corporate entities such as CIMB Investment Bank, CIMB Islamic, CIMB Securities International and etc. Besides, CIMB bank business model basically covers several areas which are Consumer Banking, Insurance & Takaful, Corporate & Institutional Banking and CIMB Thai. (CIMB, 2012) The vision of the CIMB bank is to be the Premier Investment Bank in Malaysia post liberalisation and deregulation. Mission of CIMB bank is investing in our...
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...excellence bank strategy? What strategy as it applies to banking? Is it because of new competitors entering the financial services market made new approaches to servicing corporate clients? There are a lot of questions comes into our mind but we will answer all the questions later. For your information, banks potray themselves as a “One Stop Financial Services Centre”. Banks no longer remain in their traditional service market because they are now more aggressive in providing a full menu of services that will cater for its customer’s needs. Therefore, what is the type of services that bank provide for their customers that make them satisfied with the speed efficiency and cost involved? Then, as described in the chapter 2, we can conclude that the main goal of any financial service organization is to create for itself a “sustainable competitive advantage” in the market place. So, in order to do this, it has to generate products, services or ideas that offer superior value for its customers that is not easily imitated by competitors. Financial services especially banks should used 4Ps which is price, product, place and promotion for their marketing tools for influencing customers. Therefore, in this assignment we actually want to know either these marketing tools (4Ps) can deliver a customer benefit on their target market or not? How the banks identifying its target market and recognizing and responding to that market’s needs and wants? We already know that the bank marketing function...
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...Construction MALAYSIA August 14, 2012 IJM Corp Bhd IJM MK / IJMS.KL Current RM5.12 RM6.50 RM6.40 27.0% Conviction FLASH NOTE SHORT TERM (3 MTH) LONG TERM Market Cap Avg Daily Turnover Free Float Target Previous Target Up/downside US$2,266m RM7,074m US$4.25m RM13.41m 71.8% 1,353 m shares CIMB Analyst Property takes the limelight Key takeaways from IJM Land’s property briefing reassured us of its long-term prospects, locally and overseas. Parent IJM is a cheaper proxy for exposure to this segment. A reprieve to IJM Corp’s share price hinges on the imminent signing of the WCE concession. We continue to peg our target price at a 10% discount to IJM’s RNAV, but raise it as we update for IJM Land’s higher market capitalisation and apply a higher sector P/E of 13.3x (13x before) in line with our revised target market P/E. IJM Corp remains a Trading Buy and not Outperform due to election risks with the WCE concession as key catalyst. 3M -9.6 -5.7 12M -22.9 -11.9 % held 14.2 6.1 7.9 in Penang. Sharizan Rosely T (06) 3 20849864 E sharizan.rosely@cimb.com What We Think We are positive about IJM Land’s local and overseas property prospects overall, which will provide longer-term visibility of property earnings. This is in turn positive for IJM Corp. As at FY12, IJM Land’s revenue makes up 27% of IJM Corp’s total revenue and 35% of total pretax profit. Rimbayu’s RM330m GDV for Phase 1 (3% of total GDV) will be launched in 4Q12, and will...
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...are promoting and practicing best HR practices. In the study, CIMB and Microsoft have been found to promote and practice many notable HR practices. Since our company “CARA SKY” has been trying to perform well but somewhere along the line of performance there is something misplaced or broken. CARA SKY Company has been suffering from employees’ absenteeism, which is being caused the morale of the employees. Having consulted the best HR practices in CIMB and Microsoft, the objective is to accommodate or apply some newer hr practices to reduce the problem of employee absenteeism in CARA SKY Company. CIMB CIMB Bank is one of the reputed banks operating in Malaysia. CIMB has started its operation back in 1920s by starting a bank in Sarawak. For the last 95 years, CIMB has been operating successfully and also expanding their business to some Asian countries namely Singapore, Indonesian, Cambodia, and Thailand. CIMB has two mainstream banking products namely – CIMB banking solutions for conventional customers and CIMB Islamic window for Muslim customers (Cimb.com, 2015).The company vision statement is to be the Premier Investment Bank in Malaysia post liberalization and deregulation and mission statement is to invest in our people to derive a culture driven by innovation to deliver quality service whilst providing superior returns and value to our stakeholders. Human resource being an importance resource for CIMB, CIMB has been following some of the industry’s best noteworthy HR...
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...CIMB-Principal Positive on Bonds with New Fund | 24 January 2011 | Kuala Lumpur: CIMB-Principal Asset Management Berhad (“CIMB-Principal”) today launched the CIMB-Principal Strategic Income Bond Fund (“the Fund”), a fund that allows investors to capitalise on Asia, Australia, New Zealand and the Middle East’s improving credit conditions given the high potential of more rating upgrades. Campbell Tupling, Chief Executive of CIMB-Principal Asset Management said, “The demand for high-quality bonds in Asia, Australia, New Zealand and Middle East continues to remain high given the low interest rates outlook in the US and Europe, and this should support bond prices for the next few years. In addition, the slower economic recovery of these developed markets is shifting investment appetite to Asia. Combined with the likelihood of bond rating upgrades, this will mean potential good returns for investors who want to invest in regional high growth prospects in a stable manner.” Post-financial crisis, bonds remain the preferred asset class for more conservative investors because it is less volatile than equities. Asia, for example, remains a sound investment destination with rapid urbanisation, as a younger and higher population growth will necessitate greater infrastructure spending in the coming years. This provides the golden opportunity to profit from the economic power of Asia, Australia, New Zealand and the Middle East. “By taking a three year buy-and-hold strategy, the...
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...CIMB- Entry into Indonesia WRITTEN BY ANUAR, A.Z, HARBAN, A.A., KOH, E., ROBBEN, G., & EDITED BY SEOW KIAN TAN Background CIMB Group is Malaysia’s second largest financial services provider. It is listed on Bursa Malaysia through Bumiputra-Commerce Holdings Berhad (BCHB). In 2004, the CIMB Group began the process of creating a strong and competitive universal bank anchored by Commerce International Merchant Bankers (CIMB), Malaysia’s largest investment bank. In line with CIMB's forward thinking philosophy, CIMB has acquired stakes in international banks and these subsidiaries have been integrated into the CIMB Group making the CIMB Group the leader in investment banking in Southeast Asia. The majority stakeholder (28.39%) of the CIMB Group is Khazanah Nasional, which is the investment holding arm of the Malaysian Government. Khazanah Nasional also owns a stake in CIMB-Niaga (Khazanah Nasional Berhad, 2010). In just 2 years, CIMB transformed itself from Malaysia’s no. 1 investment bank into a regional universal banking group. CIMB has grown from staff strength of 1,000 in Malaysia to 20,000 in 12 countries while market capitalization has increased from RM6.3 billion to RM19.5 billion. The Group’s total assets grew from RM14.7 billion to RM155 billion with a further RM18 billion being third party funds under management (CIMB, 2010). Objectives and Philosophy CIMB’s objective is to create value by serving the needs of its clients, and doing this with integrity...
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...Islamic Bank B.S.C. (c) - Bahrain (AIB - Bahrain) established 1984 in Bahrain and up the years has pioneered the development of Islamic banking and finance. The Bank is registered with the Bahrain Ministry of Industry &, Commerce CR no. 14400 and is licensed by Central Bank of Bahrain (CBB) as an Islamic Retail Bank, with an authorized capital of US$ 600 Million, of which US$ 122 Million has been issued and fully paid.AIB - Bahrain is one of the Banking Units of Al Baraka Banking Group's (ABG). ABG is a Bahraini Joint Stock Company listed on Bahrain and Dubai stock exchanges and one of the well-known leading international Islamic banks. It has been rated by Standard & Poor's as BBB- with a short-term rating of A-3. ABG offers retail, corporate and investment banking and treasury services strictly in accordance with the principles of the Sharia'a. The authorized capital of ABG is US$1.5 billion, while the total equity amounts to about US$ 1.8 billion. The Group has a wide geographical presence in the form of subsidiary banking Units in 14 countries, which in turn provide their services through more than 400 branches. These banking Units are Jordan Islamic Bank/ Jordan, Al Baraka Islamic Bank - Bahrain, Al Baraka Bank Limited/ Pakistan, Banque Al Baraka D'Algerie/ Algeria, Al Baraka Bank Sudan/ Sudan, Al Baraka Bank Ltd/ South Africa, Al Baraka Bank Lebanon/ Lebanon, Al Baraka Bank Tunisia/ Tunisia, Al Baraka Bank Egypt/ Egypt, Al Baraka Turk Participation Bank/ Turkey...
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...“MALAYSIAN BANKS REDUCING STAFF” This article in the Star Online, business news on 17 September 2015 by Yvonne Tan and Wong WeiShen are on the subject of Malaysian banks reducing staff. In Malaysia, banking industry plays a major role in providing financial services not only to an organization also to an individual. Introduction of the article is not very clear, it should straightforward and easy understand to reader, an introduction by authors written a sense of urgency among banks to become more cost-efficient amid the current challenging landscape, with the focus on reducing their workforce to an optimal level can be difficult to understand by non financial background reader. In the article, authors provide a good information about the action and strategies taken by the Malaysian banks to keep sustain and competitiveness. To support the action taken by the banks, authors also provide source from independent credit research and advisory services which is good to have third party opinion and analysis. According to RAM’Rating, a softer economic outlook was most likely the main reason for cutting down on staff. and the softer earnings outlook amid a challenging economic environment with slower loans growth and continued margin compression. On the other hand, Affin holdings Bhd mentioned a rightsizing exercise was identified as a necessary measure towards generating synergies from the merger to reduce headcount for positions which are redundant, arising from the merger...
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...COMPARISONS OF SALAM AND ISTISNA’ – ISLAMIC BANKS IN MALAYSIA AND BAHRAIN BANK (S) | SALAM | ISTISNA’ | | MALAYSIA FULL-FLEDGED ISLAMIC BANKS | Bank Islam Malaysia Berhad | Nil | Disclosed in the Notes to the Financial Statements – Financing, Advances and Others | Bank Muamalat Malaysia Berhad | Nil | Disclosed in the Notes to the Financial Statements – Financing of Customers | | MALAYSIA ISLAMIC BANKING SUBSIDIARIES | Affin Islamic Bank Berhad | Nil | Only mentioned in the Directors’ Report | Alliance Islamic Bank Berhad | Nil | Nil | AmIslamic Bank Berhad | Nil | Nil | CIMB Islamic Bank Berhad | Nil | Nil | Hong Leong Islamic Bank Berhad | Nil | Nil | Maybank Islamic Berhad | Nil | Nil | Public Islamic Bank Berhad | Nil | Nil | RHB Islamic Bank Berhad | Nil | Disclosed in the Notes to the Financial Statements – Financing and Advances | | MALAYSIA FOREIGN COMMERCIAL BANKS – ISLAMIC SUBSIDIARIES | HSBC Amanah Malaysia Berhad | Nil | Nil | Standard Chartered Saadiq Berhad | Nil | Nil | OCBC Al Amin Bank Berhad | Nil | Nil | | MALAYSIA FOREIGN ISLAMIC BANKS | Al Rajhi Banking and Investment Corporation Berhad | Nil | Nil | Kuwait Finance House Berhad | Nil | Disclosed in the Notes to the Financial Statements – Financing, Advances and Other Receivables (by contract) | Asian Finance Bank Berhad | Nil | Nil | | BAHRAIN ISLAMIC BANKS | ABC Islamic Bank - Arab Banking Corporation | Nil | Nil | Al Baraka Islamic Bank | Disclosed in the Notes to the Consolidated...
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...BANK ISLAM BANK BERHAD CREDIT CARD A MARKETING PLAN MOHD HALIM RIDHAUDDIN BIN ABD MANAP ( 2013133609) ABD RAZAK BIN AWAB ( 2013519593 ) NOOR IDAYU BINTI OTHMAN ( 2013191665 ) HAFIZAH BINTI ABD WAHAB ( 201339929) MKT 750 : MARKETING MANAGEMENT GROUP EMBA12JB PM KAMEL TAUFIQ BIN ABDUL GHANI TABLE OF CONTENTS 1. | Executive Summary | | 2. | Company description | | 3. | Strategic focus and plan | | | * Mission | | | * Goals | | | * Competency and Sustainable Competitive Advantage | | | | | 4. | Situation Analysis | | | a) SWOT analysis | | | * Strengths | | | * Weaknesess | | | * Opportunities | | | * Threats | | | | | | b) Market Summary | | | * Market Trends | | | * Market Growth | | | | | | c) Competitor analysis | | | | | | d) Customer analysis | | | | | | e) Company analysis | | | | | 5 | Product – Market Focus | | | a) Marketing objectives | | | b) Target market | | | c) Customer Value Proposition | | | d) Positioning | | | e) SWOT analysis | | | | | 6. | Marketing program | | | a) Marketing mix | | | * Product Strategy | | | * Price Strategy | | | * Promotion Strategy | | | * Place/ distribution Strategy | | | | | 9. | Financial Data and Projections | | | a)Break- even Analysis | | | b)Sales Forecasting | | ...
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...banking system has gained momentum worldwide. There are now 16 Islamic banks and financial institution operating in Malaysia. The popularity of the Islamic banking system is not limited to the Islamic bank only. The conventional system also interested in Islamic banking system For instance, CIMB has established CIMB Islamic bank that operates in accordance with Islamic Shari’ah principles. Islamic banks faced with strong competition not only from Islamic bank but also from conventional banks. The Islamic banking system is different from the conventional banking system but have some similarities between the two. For example, an Islamic bank conduct s its activities in accordance with the Islamic Shari’ah principle that strictly prohibit any payment or receipt of interest. However, the Islamic bank can offer product and service which are similarity by conventional bank. When Islamic banks or conventional banks offered any new product or service, the successful depends on the customer satisfaction level towards that product or service. In this competition, they must have to give extremely high consideration to their customers. They must have to produce such level of services and products to its customers that they could attract them and can satisfy them and make them loyal to their product and services. Customer satisfaction is a key factor in finding out why customers leave or stay with a bank. Generally, any bank needs to know how to keep their customers, even if they seem to be...
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...YOUR TM BILL Page 1 of 5 Telekom Malaysia Berhad (128740-P) Level 51, Menara TM, 50672 Kuala Lumpur GST ID: 000084049920 TAX INVOICE Customer Name Account No : NURUL HIDAYATI BINTI MUFLICH Bill Date Payment Due Date 1023817172 19 AUG 2015 Credit Limit: RM 447.00 Deposit (RM) Bill No 09 SEP 2015 000868669912 0.00 ACCOUNT SUMMARY Previous Charge Previous Balance Payment -Thank You RM 199.55 -199.55 Current Charge RM Recurring Charges 188.00 Usage Charges 0.15 GST Total Amount Outstanding 0.00 11.29 Total Current Charges Total Amount Rounding Amount Total Amount to be Paid 199.44 199.44 0.01 199.45 Starting from 11 SEPTEMBER 2014, the bill payment period has been changed to 21 days. For more details, refer to announcement page. GST credit adjustments will be given to usages not subjected to tax prior to April 2015. GST debit adjustments will be billed for services utilised after 1 April 2015. These adjustments are being reflected in your current month's tax invoice. For the current charges, kindly remit them before or on the due date stated on your bill. For payment via post, please attach this slip with crossed cheque payable to 'Telekom Malaysia Berhad' and state account no with total payment at the back of the cheque. PAYMENT SLIP ©1023817172®®®®00000199.4519082015751%¬ Account No Bill No NURUL HIDAYATI BINTI MUFLICH D-09-04 FLR 9 BLOK D APARTMENT JALIL DAMAI JLN 14/155C BANDAR BUKIT JALIL 57000 KUALA LUMPUR WILAYAH PERSEKUTUAN 1023817172 000868669912...
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...owners and shareholders could influenced the development of business practices throughout the ideas of what constituted a modern workplace were first beginning to take shape. A stronger integration of social responsibility into business strategy emphasizes responsible employment practices and HR’s strategic role in communicating, protecting and maintaining business values. According to Uddin et al. (2008) social responsibility to employees extends beyond terms and conditions of the formal contract of employment. Table 1 presents the results of the analysis of the human resources related activities. The framework had fifteen disclosable items relating to human resources activities. Table 1: Selected CSR practices | CIMB Bank | | Maybank | | Public Bank | | Hong Leong Bank | Supporting local talent development | / | | / | | / | | / | Communication and engagement between management and employees | / | | / | | / | | / | Competitive remuneration (include benefits on medical and health care) | / | | / | | / | | N/A | Recognition on high performance (opportunities to performing employees) | / | | / | | / | | N/A | Thriving on workforce diversity (gender, ethnicity, culture, religion) | / | | / | | / | | N/A | Provide learning facilities | / | | / | | / | | / | Corporate scholarship and sponsorship schemes | / | | N/A | | N/A | | N/A | Nurturing future generations (training, development and leadership) | / | | / | | / | | / | Employee...
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...1.0 :Introduction 1.1 Background of study This research on system use by the Lazada Company which connected good to activities and also customer use. This report was requested by Miss Rahiza Ranom, lecturer of Management Information Technology. It was asked for on 22 May 2015. 1.2 Objective Objective of the report are to depict to overall of e-commerce through the following grounds: 1.1.1 to study the current system used by the Lazada Company 1.1.2 to study critical evaluation on the contribution of information system in Lazada Company 1.1.3 to identify the weakness of the Lazada Company 1.3 Scope This report inpected on e-commerce of Lazada Company can be beneficial to the society especially in Malaysia. 2.0 : Literature Review 2.1 History of Lazada Company Lazada Company in Malaysia is part of Lazada Group which operates business in Southeast Asia’s well-known as an online shopping and selling destination in Vietnam, Singapore, Philippines, Indonesia, Malaysia and Thailand (Lazada.com.my, 2015). Lazada Company is pioneering e-commerce in the region, Lazada Company had provides customers with a graceful shopping experience to access to the largest customers base in Southeast Asia (Lazada.com.my, 2015). This is their website http://www.lazada.com.my/marketplace/ 2.2 Definition of e-commerce E-commerce is an Electronic Commerce. According to the (Molla and S.Linker, 2015) the definition of the e-commerce is conceptualizations covering a plethora of issues...
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...Introduction Unlike conventional economics which focuses on profit maximization, the Islamic economic system aims at the “study of human falah achieved by organising the resources of earth on the basis of cooperation and participation (Akram Khan, p.55).” In other words, the Islamic economic system aims at attaining Allah s.w.t’s pleasure, while pursuing economic activities within the boundaries of the Islamic shariah. The Islamic shariah puts a heavy importance on the well being of the community and social justice. Thus, this also means the prohibition of interest. The prohibition of interest is one of the main factors that put Islamic economics in distance with the conventional economics. Because of this difference in nature, Islamic Financial Institutions (IFIs) have different types of contracts as practiced by conventional financial institutions. One of the types of contracts entered by IFIs is the Ijarah contract. Ijarah contracts are also known as Islamic leasing. Basically, this study is done in order to understand more the nature of leasing according to Islamic principles, and at the same time, the differences of ijarah with conventional leasing. In addition, this study also aims to identify the types of ijarah practiced by IFIs in Malaysia and also to see how Malaysian IFIs disclosed their ijarah financing in comparison to their counterparts in Bahrain IFIs. This is because as one ummah, it is important to have a standardized standard that is Shariah compliant...
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