...important part of overall global economy and is primarily composed of banking institutions, money markets and financial brokers. This sector is considered as a vital component of developed economies such as the USA, UK, Switzerland and Japan. The definition of a retail bank as described by the banking industry is that it operates within the financial institutions offering services such as adjustable rate mortgages, financial derivatives, bank credit and debit cards, electronic banking etc. Theses organizations are also regulated and controlled by industrial standards’ legislation and regulations that should be adhered to, in order to successfully operate in the industry (Bennett Kottasz, 2012). However this sector, that plays a key role in economic integrations of countries (Winder, 2013), had recently shown signs of distress mainly due to uncontrolled lending and unwarranted risk-taking activities (Habib, 2013). In addition, there had been a lack of transparency. Incidents within last decade such as Lehman Brother collapse and financial meltdown of 2008, created lots of ambiguities in understanding banks risks from imitative trading and therefore unwillingness of any bank to trade or lend to any of the bank. In particular these incidents create an uncertain situation where it is difficult to speculate which particular financial organization might unexpectedly collapse. Massive efforts have been made to reform the structure of global financial sector through placing regulations...
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...TABLE OF CONTENT 1. Abstract 2. Introduction to Strategy 3. Industry and Market in which Santander competes 4. Structure and dynamics of the market in which Santander competes 5.1 The threat of entry 5.2 Bargaining power of Supplier 5.3 Bargaining Power of Buyers 5.4 Threat of Substitutes 5.5 Rivalry among existing competitors 5. Critical success factors for competing in the industry 6. Its resources, competences, capabilities and how Santander differentiates itself from competitors 7. Its sources of competitive advantage 8. The major Macro/Micro environmental strategic marketing issues facing Santander, its view as an opportunity or threat, time frame for which each issue will be most relevant and the level of priority to be assigned to them 9.6 Political issues 9.7 Environmental issues 9.8 Social issues 9.9 Technological issues 9. To what extent can Santander’s strategy be described as being marketing oriented, what other strategic orientations could be considered 10. Other strategic orientation that could be considered 11. Strategy evaluation methods utilised 12. Similarities and differences of the different schools in analysing Santander 13. Appropriate strategy approach 14. Other issues that would minimise the likelihood of implementing the option and ways of overcoming...
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...services by word of mouth. In the contrary, unsatisfied customers will seek better service elsewhere, give negative reference to the poor service provider, and blame their former service providers. Therefore, banks must aim at fostering long-term relations with their customers (File and Prince, 1992). Banks need to proposition their services from the operational to marketing aspects such as retail, business and corporate banking, insurance and investment. In order to satisfy each type of customer segments, the banks prefer to subdivide the tasks in different divisions. The Commercial bank of Africa and Barclays banks are examples of diversified banking institution which have been successful in satisfying customer needs even during current global market adjustments (Qin & Prybutok, 2009). In Kenya, customer satisfaction is a bank’s strategy for increasing revenues, since it signifies the retention of customers which is much economical than drawing new customers. There are varied views about what satisfies a customer, given the operational and product innovations in the market. Pilot studies established that the competence of customer service staff, complaint management and quality of services, the nature of product and services and the location of the bank are most critical factors that determine customer satisfaction in banking institutions (Al-Hashash and Bahzadi, 2008). The Kenyan banking sector has grown...
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...Brand mergers: examining consumers’ responses to name and logo design ´ Joana Cesar Machado Catholic University of Portugal, Porto, Portugal Leonor Vacas-de-Carvalho ´ ´ Evora University, Evora, Portugal ´ Patrıcio Costa School of Health Sciences, Minho University, Braga, Portugal, and Paulo Lencastre Catholic University of Portugal, Porto, Portugal Abstract Purpose – In the context of a merger, the management of corporate identity – in particular of corporate names and logos – assumes a critical role. This paper aims to explore how name and logo design characteristics, and specifically figurativeness, influence consumer preferences in the context of a brand merger, in the banking sector. Design/methodology/approach – This study develops a typology of the alternative corporate identity structures that may be assumed in the context of a brand merger by drawing on a literature review and secondary data, as well as an exploratory study analyzing consumers’ preferences regarding alternative branding strategies. Findings – The results suggest that there is a clear preference for figurative logos. Furthermore, there is evidence that logos may be as important as the company name in a merger situation, in terms of assuring consumers that there remains a connection to the brand’s past. The data show that the logo chosen by consumers reflects their aesthetic responses, whereas the selected name reflects their evaluation of the brand’s offers or its presence in the market. Originality/value...
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...GOVERNANCE PRACTICES AND FINANCIAL AND FINANCIAL PERFORMANCE OF INVESTMENT BANKS IN KENYA | NICHOLAS KIPYEGOMEN CHEPKOIWO | FACTORS AFFECTING THE DEVELOPMENT OF EMERGING CAPITAL MARKETS. THE CASE OF NAIROBI STOCK EXCHANGE | KIPKURUI KIMOSOP | THE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE AND FINANCIAL PERFORMANCE OF INSURANCE COMPANIES IN KENYA | OMENDA CHRISTOPHER ODHIAMBO | EFFECT OF STOCK SPLITS ON STOCK LIQUIDITY OF COMPANIES QUOTED AT THE NSE | GEORGE MARTIN NZIVE KASYOKA | THE USE OF STRATEGIC POSITIONING TO ACHIEVE SUSTAINABLE COMPETITIVE ADVANTAGE AT SAFARICOM LIMITED | MUTIE PETER KIOKO | RELATIONSHIP BETWEEN PRIOR PERIOD DIVIDENDS AND FINANCIAL PERFORMANCE OF FIRMS LISTED AT THE NSE | EVANS ODHIAMBO OYIEYO | BALANCE SCORE CARD AS A STRATEGIC MANUFACTURING INDUSTRY IN KENYA | SAMBA STEPHEN MIDEGA | INVESTIGATION OF CAPACITY MANAGEMENT STRATEGIES AND THEIR INFLUENCE ON SERVICE QUALITY: CASE OF NAIROBI SUPERMARKETS. | LUCY MUTHEU KIILU | CAUSES OF INDUSTRIAL DISPUTE IN GARMENT FACTORIES AT THE ATHI RIVER EXPORT PROCESSING ZONES, KENYA | JENIFFER N. MULI | THE RELATIONSHIP BETWEEN HOUSE PRICES AND MORTGAGE CREDIT IN KENYA | LOISE KINYUA WANJIRU | STRATEGIC RESPONSES OF EQUITY BANK TO FRAUD RELATED RISKS | DOMSIANA ANYANGO ONYANGO | THE RELATIONSHIP BETWEEN FINANCIAL PERFORMANCE AND INVESTMENT STRATEGIES OF PENSION FUNDS IN KENYA | MARGARET W. GICHANE | ADOPTION OF SOCIAL MARKETING CONCEPT BY PRIVATE HOSPITALS IN NAIROBI. | SHIUNDU OGUNJA MIRRIAM |...
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...Test Correlation Table Question Types/Level of Difficulty |LEARNING OBJECTIVES | |Easy |Moderate |Difficult | |1. Explain the foundations of control. |TF |1, 3 |2, 4, 5, 7 |6 | | |MC |1, 5, 7, 10, 13, 16, 23, |2, 6, 8, 9, 11, 12, 14, |3, 4, 20, 27, 30, 31, 36,| | | |24, 34 |15, 17, 18, 19, 21, 22, |37 | | | | |25, 26, 28, 29, 32, 33, | | | | | |34, 35 | | | |ES |— |1, 2, 3 |— | |2. Identify the six phases of the corrective |TF |10, 11, 13, 15, 16 |8, 9, 17, 18 |12, 14, 19 | |control model. | | | | | | |MC |39, 43, 49, 51 |38, 42, 44, 45, 46, 50 |40, 41, 47, 48 | | ...
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...Internal Analysis Current strategy: (CIBC) Retail banking with trust, offshore and capilat market activities. Invest in new banking system, ICBS. (Barclays) Focus on rationalization along with development of the onshore and offshore busineses. Strengths: Well Established (CIBC) | Only major bank serving the Caribbean, this experience has given the bank strong leadership, expertise, and management skills. In addition, CIBC has 40 branches in 8 countries giving it a strong brand and public image in Caribbean | Effective System (CIBC) | (CIBS) that will enable efficient operations and allow the company to go into new channels | Strong Client Relationship (Barclay) | Strong client relationship building system, targeted to its working client base | Weaknesses: Inefficiency (CIBC) | Current banking system is not fully utilized because investment exceeds scale of operations | Ineffectiveness (Barclays) | BRAINS system is ineffective in facilitating internet and telephone banking, and operations are manually intensive and costly compared to competitors. | Competitive Advantage: (CIBC)Well established since 1920’s, is the only major bank serving the Caribbean as a separate unit, and has an effective and efficient banking system (ICBS).(Barclays) Strong customer relationships which resulted in its market position and maintained its margins. Core Competencies: (CIBC)Market leader in credit card sales, retail banking, offshore and capital market activities....
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...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 Public Accounting Firm’s report 191 Consolidated accounts Barclays PLC 193 Barclays Bank PLC data 299 Shareholder information 315 Delivering our strategy Our strategy...
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...Marketing New Product －——Banco Santander bank Prepared by: Yang Zhan (Alice) Prepared on: 10th September 2015 Summary Background Spain has the largest financial group in Latin America, one of the world's third-largest bank and fourth largest bank profits, as well as international development of the world's most successful bank, which is Spain's Banco Santander. Santander founded in 1857. By the end of 2013, total assets reached 1.1156 trillion euros, net profit of 4.37 billion euros the year. Santander's network around the world, mainly in continental Europe, Latin America and the United Kingdom three major markets. Its business scope relatively broad international business, retail business, the company's business, SME business, asset management, private banking, university finance business, consumer credit. Santander international development started late, but come from behind. In the 1990s, through the implementation of its expansion strategy of large-scale overseas acquisitions, fast emerging as a major international bank. Santander international development a lot of success factors, including the use of special geographical advantages, with European countries and Latin America as a starting point and focus, seize the favorable opportunity to carry out mergers and acquisitions and cooperation, and to enter the local market is a critical step. Manage and operate Santander...
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...An Investigation into the Marketing Strategies used by Commercial Banks in Managing Service Breakdown among SME Customers. Some Experiences in Kenya By Anyim Kevin Ouma and Dr Justus M Munyoki Paper for presentation during the 1st AIBUMA Conference to be held in Nairobi from 25th to 27th August 2010 in Nairobi, Kenya ABSTRACT This study sought to establish the strategies used by ccommercial banks in Kenya in Managing Service Breakdown among SME Customers. The study focused on five commercial banks namely Barclays, Kenya Commercial Bank, Standard Chartered, Equity and Fina bank which currently offer services to SME customers. A self-administered open and closed ended questionnaire was utilized in collecting primary data from the field. Data collected was analyzed using descriptive statistics. The study found that lack of clear communication with customers, long procedures; intrusive documentation and lack of flexibility are some of the causes resulting in service breakdown. It also established that the main strategies used by banks to deal with services breakdown include; designing services to fit the needs of customers; ensuring that services are always oh high quality without compromise; putting relevant systems in place; having competent employees in place; on time delivery of services and ensuring that services are driven by customers to increase acceptance and satisfaction. Key words: Services Break down, strategies Introduction This...
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...www.hbr.org Some companies have built their very businesses on their ability to collect, analyze, and act on data. Every company can learn from what these firms do. Competing on Analytics by Thomas H. Davenport Reprint R0601H Some companies have built their very businesses on their ability to collect, analyze, and act on data. Every company can learn from what these firms do. Competing on Analytics COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Thomas H. Davenport We all know the power of the killer app. Over the years, groundbreaking systems from companies such as American Airlines (electronic reservations), Otis Elevator (predictive maintenance), and American Hospital Supply (online ordering) have dramatically boosted their creators’ revenues and reputations. These heralded—and coveted—applications amassed and applied data in ways that upended customer expectations and optimized operations to unprecedented degrees. They transformed technology from a supporting tool into a strategic weapon. Companies questing for killer apps generally focus all their firepower on the one area that promises to create the greatest competitive advantage. But a new breed of company is upping the stakes. Organizations such as Amazon, Harrah’s, Capital One, and the Boston Red Sox have dominated their fields by deploying industrial-strength analytics across a wide variety of activities. In essence, they are transforming their organizations into armies...
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...are brought to you by Zurich HelpPoint as part of the Managing Risk Series. Zurich neither endorses nor rejects the information presented in the article. We do not guarantee the accuracy of this information or any results and further assume no liability in connection with this publication including any information or methods contained herein. Competing on Analytics The Idea in Brief It’s virtually impossible to differentiate yourself from competitors based on products alone. Your rivals sell offerings similar to yours. And thanks to cheap offshore labor, you’re hard-pressed to beat overseas competitors on product cost. How to pull ahead of the pack? Become an analytics competitor: Use sophisticated data-collection technology and analysis to wring every last drop of value from all your business processes. With analytics, you discern not only what your customers want but also how much they’re willing to pay and what keeps them loyal. You look beyond compensation costs to calculate your workforce’s exact contribution to your bottom line. And you don’t just track existing inventories; you also predict and prevent future inventory problems. Analytics competitors seize the lead in their fields. Capital One’s analytics initiative, for example, has spurred at least 20% growth in earnings per share every year since the company went public. Make analytics part of your overarching competitive strategy, and push it down to decision makers at every level. You’ll arm your employees with...
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...BACKGROUND OF THE STUDY The domain of marketing has been proven by Levitt (1988) and Kotler (1980), among others to transcend the tangible products areas. Increasingly, intangibles (including financial services) have benefited from the pervasive advantage that marketing can offer. Today, persons, ideas and in fact, doctrines are daily sold to us. Financial services (and intangible product) is one of the important services provided by banks in the economic sub-sector in Nigeria and whose employment of marketing service is becoming more noticeable and acknowledge. The financial services is becoming more noticeable and acknowledge. The financial services sector has in recent years been among the fastest growing areas in the Nigerian economy. Progressive deregulation, starting with free banking ad decentralized foreign exchange market to the lifiting of interest rates ceiling and structural adjustment programme had dramatically altered the operating environment facing suppliers of financial services. These changes in conjunctions with decreases in personal income and wealth, contraction in other sectors of the economy, trends towards globalization and developments in information technology have created an increasingly competitive and demand driven financial sector. As a consequence of these changes, the sector has witnessed considerable innovation not only in terms of products but perhaps more importantly, in terms of processes and marketing arrangement. Initially, the pattern...
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...institutions take a rather narrow view of CRM and as such, benefits have been limited. While second generation CRM has emerged to embrace the total organisation (hence Enterprise CRM), success in general has still not been widespread. In the paper, a framework is presented which is based on incorporating ebusiness activities, channel management, relationship management and backoffice/front-office integration within a customer centric strategy. © 2000 Elsevier Science Ltd. All rights reserved Once upon a time retailers, banks, insurance companies and car dealers had a close relationship with their customers. They often knew them individually, understood what they wanted, and satisfied their needs through personal customised service. As a result, they earned loyalty and a large share of their customers’ business. This, however, was a costly and inefficient system and customers effectively subsidised this relationship by paying higher prices. Over the years, through mass marketing and increased consumerism customers traded relationships for anonymity, reduced variety and lower prices. Today, through the effective use of information and communications technology, such a tradeoff is now not necessary; organisations can offer their customers variety, lower prices and personalised service and all at the same time. An airline gate attendant whom you have never set eyes on knows you are a valuable customer and upgrades your seat to first class in preference to a once-a-year holiday traveler. Your...
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...THE CREDIT POLICY The credit policy of Ghana Commercial Bank Ltd is aimed at maintaining acceptable credit standards by holding reasonable risk limits, evaluating new business opportunities, complying with regulatory requirements and providing adequate liquidity for the effective running of the bank. This aim is achieved through the following objectives: 1. Attract and maintain a High Quality Portfolio of Assets 2. Efficiently manage its assets to ensure liquidity 3. Finance the needs of Corporate, medium and small scale as well as individual clients. 4. Join syndicates with other banks and financial institutions. The importance of these objectives is to ensure that clients who borrow from the bank have the ability to repay the funds they borrow on schedule and with interest. Businesses that borrow from the bank should demonstrate an ability to repay from their current and future net cash flows of the business. Individual client's repayments depend also on their personal cash inflows basically being their salaries. Another importance is the need to avoid bad debt as much as possible by not giving credit to clients who are likely to be unable to repay due to their peculiar circumstances. Also the bank must ensure that at all times it is able to meet its obligations to depositors since its stock in trade is money. This it does by diversifying loans it has given (assets) to have a wide array of maturity profiles. Also it ensures that its assets are properly matched...
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