Case 2- Bank of Desert, 1) The consultants’ approach was superior to the system Bank of Desert had been using. In the current system the profit growth target for each branch was 10% per year and the performance in the branches were measured with number of product sales and cross sale/total retail accounts ratio. At the end of the year the results from these two measures were compared with the targets set in the annual planning process. The evaluation and the targets were set by the top management
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Pakistan are not well educated, they’re unable to meet the stringent standards of banks. Either SMEs don’t apply for bank loans at all, or if they do (10.7%) they’re more likely to be rejected (75%) as compared to large businesses due to absence of established structures. The cost of credit financing: For SMEs access to risk-sharing credit is also difficult because of high costs. The interest rate spread of banks increased from 3% during 1990’s to 8% by the turn of the new millennium. According
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Case Study on Barclays Bank Introduction This case study paper will analyze the economics of Barclays, one of the largest financial providers in the UK and in the world. It will also use Barclay’s example to illustrate the peculiarities of banking industry functioning. Overview of the Business Barclays is an international financial services provider operating in more than 50 countries and serving more than 42 million customers worldwide. It engages in commercial banking, investment banking, wealth
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AN OVERVIEW OF SOUTHEAST BANK Southeast Bank Limited, a second generation private Bank, emerged in 1995 amid liberalization of global economies. Currently, its Authorized Capital is Tk.10, 000.00 million and its capital and reserve reached 9,927.16 million as of December 31, 2009. Its vision is to stand out as a premier banking institution in Bangladesh and contribute significantly to the national economy. The Bank, in the meantime, successfully completed 15th year of banking operations, recording
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and regulatory lapses that were years in the making. Part 1: How We Got Here Until 1980, the financial industry was relatively stable. Investment banks had primarily been small private groups of individuals who invested their own money on riskier investments and as a result closely monitored their investments. In the 1980’s, investment banks went public, which meant they had access to the public’s money to invest in these riskier ventures—since it wasn’t their own money, there was not the same
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Mr Tan Ngiap Joo, Deputy President of OCBC, is a member of the Strategic Management Team of a bank based in Singapore, the Oversea-Chinese Banking Corporation (OCBC). Mr Tan Ngiap Joo is writing a memorandum to his task force, relating to the strengths and weaknesses of one of OCBC’s strategies at present and a report containing internal and environmental audits of OCBC. From these audits, he will develop a strategy to counter the strong competition OCBC is facing, both locally and regionally
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most innovative trends in our Islamic world is our Islamic banking system. This industry is growing in manner that lead most of the large conventional banks like J.P.Morgan and MorganStanly to open divisions concerned with Islamic finance products. According to Middle East newspaper, Middle-East Newspaper (30/05/2008) there are around 300 Islamic banks around the world ,130 of them are in GCC countries. Global Trader (19/07/2011) This industry has grown from $ 150 million in 1990, to around $ 1 trillion
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recommended that the informal source of financing is a potentially important source of micro financing. Savings in them should be further encouraged through regulation, government intervention by way of active participation of community and development banks in local business associations. SMEs should consider all financing options that maximize the value of the business enterprise. 1.1 INTRODUCTION The significant role Small and Medium Scale Enterprises (SMEs) play in economic development process has
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3.0 Strategy map The classic Balanced Scorecard consisting of four perspectives – financial, customer, internal process, and learning and growth – represents the primary strategic dimensions of any organization. The strategy map provides a visual framework that integrates the organization's strategic objectives across these four perspectives. The strategy map is the most powerful way of communicating the strategy; it shows how intangible assets are transformed into tangible ones, often financial
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In January 2010, Jen McDonald, head of Bank of America Corporation’s (BoA) Digital Marketing group, and Douglas Brown, senior vice president, Mobile Product Development, were discussing the bank’s mobile strategy. BoA launched mobile banking in 2007, and within three years, it had 4 million active customers. This success prompted line-of-business (LOB) managers to ask McDonald and Brown to include more functions in the bank’s mobile app that were specific to their businesses, such as credit cards
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