...markets. Rational for the recommended course of action: Due to the difference in the service charge that Citibank charges comparing to other local banks, and due to the local government protection of the domestic banks, it’s almost impossible to get ahead by pricing competition for Citibank. It will also hurt Citibank’s current position. Keeping the upper class positioning and developing more market share are the goals of Citibank. Thus, providing more perceived value will be the only way to attract more middle-class and upper class consumers. What marketing strategy will be used? In order to find the best answers, we are going to have marketing testing in three countries, which are totally different types of market. Citigroup (The mother company of Citibank) has an outstanding performance in Singapore, a normal position in Australia and a low market share in Taiwan. (GMID, 2011) We will focus on attracting more individuals from the middle-class and the high-class by offering better and more variety and promotions than what American Express offers its consumers, instead of decreasing the price for Citigroup’s credit cards which is going to hurt the image of Citibank as viewed cheap to enter and anyone could get it. Low: Taiwan, South Korea, Hong Kong Middle: Australia, India, Thailand, High: Singapore, Malaysia, Philippine, Indonesia How will be implemented? Citibank will use many ways to distribute and market their products by using variety of distribution channels such...
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...Citibank : Launching the Credit Card in Asia Pacific 1.0 Abstrak Citibank is already established consumer business in Asia. It’s about 11 years this bank operated in Asia. That have 15 countries thought Asia Pacific and Middle East. Rana Talwar is the head of Citibank’s Asia Pacific Consumer Bank and she want to launch a new product about the credit card. 2.0 Issue Citibank want to market the credit card to the Asia but have constraint to established it. Firstly is because little credit of experience and hardly any infrastructure. Citibank also wondered that it could adopt mass market positioning to acquire enough credit card customers and maintain its up-market positioning with the current upscale branch banking customers. Country managers also worry because it too early to launch the credit card and will damage the profit in future. Other than that, is weak local infrastructure, limited distribution capabilities and experience. 3.0 SWOT analysis strength | weakness | -Citibank already well-known in Asia Pacific-most Australia customer used credit card for shopping-Hong Kong is very good impressive with economics and industrialization that make the people use credit card without fell strangers-majority India country is very wealth | -Korea a not allow use credit card because not give permit too bank.-Malaysia is use law and only income $9000 or more could have a credit card.-Indonesia is poor country and the customer are not qualify to make credit card.-Taiwan also...
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...ISIS PAPYRUS CASE STUDIES The key to success in today’s very competitive finance sector is the capability to offer new products and services to customers fast and efficiently. Related business documents, like bank statements or loan agreements, play a strategic role in the business process, as banks have moved to self-service methods such as electronic bank tellers and Internet services. Customer documents become the primary communication vehicle. Competitive Customer Documents in the Finance Sector Business documents have to be of high quality, contain detailed and well structured information and a unique content for every customer. Targeted marketing information, dynamic charts produced from business data, spot or full color statements, which are often produced for priority customers only, are common requirements today. Consolidated Statements A good example of such a service strategy is Citibank’s consolidated bank statement. It contains not just the current status of one account at a time, but summarizes and details all the customer's accounts down to the scanned images of all cancelled checks. At the same time it uses the same document to inform of the bank’s new offerings and services by including marketing messages targeted conditionally on the customer’s status. And there is more • Detailed and summarized information on various different accounts; savings, credit card, loans, investments, etc. in a consolidated document • The account status...
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...Madhogaria akshaymadhogaria@email.arizona.edu Akshay Madhogaria akshaymadhogaria@email.arizona.edu CitiBAnk India credit card Strategy For Profitable Growth CitiBAnk India credit card Strategy For Profitable Growth To: Harpeet Grewal From: Akshay Madhogaria Re: Citibank India Case Date: 11/01/2015 This purpose of this memo is to recommend a new strategy and a new market segment for Citibank’s credit card business. Citibank should start targeting a broader market segments in the major metropolitan cities, starting with the emerging affluent and then the mass market. Its current target market strategy aligns with its goal of profitability. However, if Citibank continues with the same strategy it will face the risk of being a small player in a rapidly growing market, potentially losing revenue. Citibank’s position in the super-affluent and affluent segment remains strong, but its decreasing market share combined with the growth of the emerging affluent and mass market suggests that Citi bank requires a change in its strategy. Citibank has a fairly lower growth rate than the industry, from Jun 2010 to Dec 2012 it has been 22% for Citibank and 45% for the industry. Citibank’s current strategy targets only 0.68% of the total households in India, and 7.58% of total households in the top 8 cities. By targeting just the super-affluent and affluent market, Citibank is currently letting its competitors to capture a large population of the market. Citi bank potential market...
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...Citibank Launching the Credit Card in Asia Pacific Citibank had many competitive advantages. In 1989 Citibank was the largest banking company in the US, leader in foreign exchange market with wide range of services all over the world. Head of its international consumer businesses had extensive experience managing huge US card businesses and was disposed towards international expansion. Asian government had strict regulations limiting expansion of foreign banks, so it was critical to offer the most innovative and high-quality products and services. So the only choice to succeed in this environment was being a differentiator. Citibank pioneered telephone banking in much Asia. It developed alternate distribution channels for products such as automobile loans. Introducing credit card products was a necessary step to compete with growing international presence, mainly of American Express. Citibank did that by acquiring proprietary card payment system and offering exclusive services to its customers. When launching a credit card in Asia Pacific Citibank took several advantages of scale economies. For example with respect to software development, the programming could be done centrally and simply downloaded to the countries with no need to customization, therefore greatly reducing the costs. It also took advantages of easily transferrable established best practiced allowing a quick card product launch in Asia Pacific. Offering credit card products in Asian market is a clearly Demand...
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...CASE: Citibank: Launching the Credit Card in Asia-Pacific (A) (HBS 9-595-026) Rana Talwar, head of Citibank's Asia Pacific Consumer Bank, is considering introducing a credit card to enhance the growth of future revenues. Talwar feels that the credit card would enable the bank to target customers outside its thriving branch banking operation and then cross-sell other Citibank products and services to these customers, but he is facing a healthy amount of skepticism from Citibank's New York headquarters and general reluctance from the country managers in Asia Pacific. If Talwar does decide to go ahead with launching the credit card, he has to decide how to implement the program in the very diverse Asia-Pacific region. DISCUSSION QUESTIONS: 1. What are the strengths and weaknesses of Citibank in Asia in 1989? Does it have the strengths to launch this credit card initiative successfully? Are there any sources of vulnerability from the weaknesses that will lead to failure? 2. What are the needs of consumers for credit cards in the Asia Pacific region? Will the Citibank credit card deliver on those needs? 3. What are the objectives of Citibank? What role can the credit card play in getting Citibank where it wants to go in this region? 4. What are the characteristics of the markets for credit cards in the Asia Pacific region (competition, channels of distribution, and...
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...CITIBANK INDIA Industry: Banking Financial services Owner Citigroup Founded 1902 Headquarters Mumbai, Maharashtra, India Profit After Tax INR 3422 crores (fiscal year ended March 31, 2015) Total Income INR 13490 crores (fiscal year ended March 31, 2015) Number of employees 7,500 Citibank financials: https://www.online.citibank.co.in/portal/newgen/home/Website-Citibank-Financials-2015.pdf Citibank India is an Indian private sector bank headquartered in Mumbai, Maharashtra. It is a subsidiary of Citigroup, a multinationl financial services corporation headquartered in New York City, United States. The Indian Headquarters are at Bandra Kurla Complex, a hub for multinational corporations in Mumbai. Currently, Citigroup, the owner of Citibank India, is the largest foreign direct investor in financial services in India with a total capital commitment of approximately US$4 Billion in its onshore banking and financial services business and its principal and alternate investment programmes.It operates 44 full-service Citibank branches in 31 cities and over 700 ATMs across the country. Citibank is an employer of about 7,500 people. Citi offers consumers and institutions a broad range of financial products and services,including consumerbanking and credit, corporate and investment banking, securities brokerage, and wealth management. Citi's franchise in...
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...Form 8-K for CITIBANK CREDIT CARD ISSUANCE TRUST 21-Nov-2011 Other Events Item 8.01 Other Events. The following information relates to the credit card receivables owned by Citibank Credit Card Master Trust I and the related credit card accounts. Some of the terms used herein are used as defined in the Glossary of Terms at the end of this Report. Loss and Delinquency Experience The following table sets forth the loss experience for cardholder payments on the credit card accounts for each of the period s shown on a cash basis. The Net Loss percentage calculated for each period below is obtained by dividing Net Losses by the Average Principal Receivables Outstanding multiplied by a fraction, th e numerator of which is the total number of days in the applicable calendar year and the denominator of which is the total number of days in the trust monthly reporting periods for the applica ble period (365/273 for the nine months ended September 27, 2011, 365/365 for the year ended December 28, 2010, 365/367 for the year ended December 28, 2009 and 366/366 for the year ended December 26, 2008). If accrued finance charge receivables that have been written off were included in losses, Net Losses would be higher as an ab solute number and as a percentage of the average of principal and finance charge receivables outstanding during the periods indicated. Average Principal Receivables Outstanding is the average of principal receivables outstanding during the periods indicated...
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...Citibank: Launching the Credit Card in Asia Pacific (A) Case Study, BEP 430 Marketing 20030059 Dong-ock Kim1, 20030071 Min-geuk Kim2, 20040054 Keehyung Kim3, 20040535 Yohan Jo4, 20076006 Huang Qiuling5, 20076035 Dorjsuren Bayarmaa6 Marketing Team A1 2 3 4 5 6 erst_licht99@hotmail.com1, kmg0702@hanmail.net2, keehyoung@gmail.com3, zukjimote@gmail.com4, sharlin_huangqiuling@hotmail.com5, gordok_88@yahoo.com6 Professor: Wonjoon Kim Date submitted: May 18, 2007 TO: Rana Talwar, head of Citibank’s Asia Pacific Consumer Bank, Citibank FROM: Dong-ock Kim, Min-geuk Kim, Keehyung Kim, Yohan Jo, Huang Qiuling, Dorjsuren Bayarmaa RE: Citibank: Launching the Credit Card in Asia Pacific (A) DATE: May 18, 2007 As you know, rapid growth of Asia-Pacific economy was incredible in several years. It could be a good chance for Citibank’s growth, so Citibank has started to branch banking business since 1978. Actually, performance of Asia-Pacific branches is not bad. In 1988, Citibank earned $69.7 million, but Citibank does not satisfy with its performance. Citibank’s goal is $100 million until 1990. For this goal, Citibank launched the most innovative service such as telephone banking service. And now, Citibank is planning to launch a new product credit card. Acquiring card customers means that Citibank has more opportunities to crosssell product line: Auto Loans, Ready Credit, Deposits, and Mortgage Power, Citibank’s core products. But many of Citibank headquarters have doubts...
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...In the case of Citibank India, the bank is many problems; however, the following problems are severely affecting the bank in the type of service they provide. The major challenge being whether they should redefine their business objectives by changing their current target market. While, the secondary problem being lack of partnerships with stores to give the consumer the option to collect loyalty points. The primary problem of market segmentation arises because the bank is not targeting all types of consumer markets in India. The bank separates its consumers into four types of consumer segments; super-affluent, affluent, emerging affluent and mass market. The first two segments consist of families with high-salaried income and the last two segments consist of households with self-employed individuals. Currently, the bank has a strategy of targeting the high-salaried households as they have the ability to spend significantly more than the mass-market. This segment, the super affluent and affluent only consists of about 15 million households, and it is very saturated as it has slow growth rate. While, on the other hand, the self-employed individuals tend to spend less compared to the high-salaried individuals, however they make up more than 50 million households. This consumer segment is growing and with the rising household disposable income, they are going to have more spending power by 2015. Other foreign banks in India also segment their consumer; however, they provide services...
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...bank of new work in the whole case is about the adaptation of E-Business strategy by city bank and how and in what sense the benefited by the E-Business Strategy, In 2000, intense competition and the dot com boom put pressure on Citibank and its competitors to transform their business in the new economy. In response to these challenges, Citibank made a serious push to deliver integrated solutions that would enable its corporate customers to conduct transactions on line. Citibank’s e-business strategy – Connect, Transform and Extend – was to Web-enable its core services, develop integrated solutions, and reach new markets. The ultimate goal was to build a single Web-enabled platform for all customers with similar needs. As per the case Citibank’s vision was to become the world’s leading e-business enabler. It aimed to empower local, regional and global customers and the B2B2C marketplace and provide solutions to help them take advantage of the efficiencies and opportunities created by e-commerce [pic]. As per the case Citibank’s challenge was how to manage the vendors and suppliers and ensure that they understand Citibank’s strategy and would not exploit the Bank’s strengths of the information base the main issue which I analyzed in case is that Citibank would need to make global transformation to deliver its e-business strategy and create a culture that would embrace the e-concept, a key element...
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...Business Policy Assignment: “Creating Shared Value” CITIBANK & HSBC 9/26/2013 D Siddhartha Reddy-014 PGDM-Finance Executive Summary How to reinvent capitalism and unleash a wave of innovation and growth by Michael Porter and Mark Kramer Shared Value is a new form of capitalism. The idea of shared value was initially explored by the authors in December 2006 HBR. Shared value is not social responsibility, philanthropy, or even sustainability, but a new way to achieve economic success. In the article Porter & Kramer criticize neoclassical thinking on the trade-off between societal needs and economic success, and the way the concept of ‘externalities’ have shaped corporate and policy strategy. Article says that corporations should aim at creating shared value rather than only profits; this would lead to innovation and redefining of the capitalism, which as it stands is at logger heads with the society and looks at CSR as a philanthropic act done to please others. Article also questions the current perspective of viewing maximization of economic value of firm and achieving social obligations as a tradeoff. Article says that companies do face several internal cost caused due to social harms created by the company’s activities which comes back to bite the economic value created by the companies. Shared value then has not to be looked at as ‘sharing’ value which is already created by companies with society; rather it is increasing the pie of value created by respecting...
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...Model By commercialprintin Citibank differentiate its e-business product 1. How does Citibank differentiate its e-business product offering from that of its competitors? How could Citibank create its own competitive advantages in the market place? Citibank differentiated itself from competitors by using their customer service effectively. They offered several services to their clients. Citibank offered telephone hotlines, customer relations managers to give individual attention to their customers, and service experts. Citibank also continued their investment in technology for the front and back end of the banking systems. Citibank committed to an “e-business strategy-Connect, Transform and Extend-was to web enable its core services, develop integrated solutions and reach new markets.” (McCauley & Khan, 2002, p.1). Citibank was also committed to its customers. According to the case study, ‘Citibank’s vision was to become the world’s leading e-business enabler". Citibank had over 268,000 employees located in over 100 countries and their focus was to embed their services into the everyday lives of the local population. “A bank that had roots in the country as deep as any local indigenous bank, building a broad customer base, offering diverse products, actively participating in the community and recruiting staff and senior management from the local population”. In addition to being committed to employees and customers around the world, Citibank has strong brand recognition and...
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...Ahmed N. Kassem Block 45 El-Narges District ,5th settlement , New Cairo Tel:+222741013 Mobile: +201020444563 E-mail: ahmednabil51@gmail.com PERSONAL INFORMATION: Date of Birth : 01/06/1988. Gender : Male Marital Status : Single Nationality : Egyptian. Military Service: Exempted Undergoing studies: SCMG ”Supply Chain Management Diploma” ; The American University In Cairo Qualification: o B.Sc., Faculty of Commerce; June 2010. Kafr El Shekh University; Faculty of commerce English accounting department. Language: o English language: Fluent; not mother tongue. AUC, general English level 11 Current job: From March 2014 till now AL KHARAFI GROUP – EMAK FOR COMPUTER MANUFACTURING PROCUREMENT OPERATIONS EXECUTIVE Scope Of Work: • Interfaces with Product Line Planning Manager to plan and prioritize purchasing activities. • Reviews planned orders, creates requisitions for purchased items, and manages approval process. • Transmits and prioritizes approved purchase orders and supporting documents to supplier. • Tracks order acknowledgement, prepares and communicates shortage and backlog reports, and provides visibility of potential interruptions to internal customers. • Tracks orders and confirms system lead times, delivery dates, and costs. • Reviews, updates, and maintains purchase orders until they are...
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...No. | Particulars | Page No. | 1 | Overview | 1 | 2 | Introduction to Performance Management | 2 | 3 | | | | | | | | | | | | | | | Citi India began operations over a century ago in 1902 in Kolkata and today is a significant foreign investor in the Indian financial market. Operating 44 full-service Citibank branches in 28 cities, it is the preferred banker to 45,000 small and mid-sized companies Citi India, with around 11,000 employees, is headquartered at First International Financial Centre (FIFC), a world-class environmentally friendly building. Citi serves the full spectrum of clients - from helping India's top global corporations commit capital, make markets and manage their global cash positions to supporting the growth ambitions of the country's small and mid-sized enterprises and enabling individuals and households save, invest, spend, borrow and protect their money with trust and confidence. Citi India's products and services are organized under two major segments: Institutional Clients Group (ICG) and Global Consumer Bank (GCB). With 2.3 million cards in force and 16% share in card spends, Citibank offers a suite of market first premium, rewards and affinity credit cards. Citi Wealth Advisors offers brokerage services to retail customers Citi India posted Profit After Tax of INR 2,893 crores for fiscal year 2014. Performance Management instead of Performance Appraisal While the appraisal may be described as a tool used...
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