MASTERS OF BUSINESS ADMINSTRATION STRATEGIC MANAGEMENT

SUMBITTED BY: NAME: RAJESH KUMAR STUDENT ID: 0048DODO1112 LECTURER: DR. KUI JUAN TIANG

MASTERS OF BUSINESS ADMINSTRATION 0048DODO1112

Table of Contents
CHAPTER ONE ......................................................................................................................................... 3 1.0 INTRODUCTION ............................................................................................................................. 3 1.1 1.2 1.3 HISTORY .................................................................................................................................. 3 MAYBANK VISION ................................................................................................................... 5 MAYBANK MISSION................................................................................................................. 5

1.4 CORE VALUES ................................................................................................................................ 5 CHAPTER TWO ........................................................................................................................................ 6 2.0 ANALYSIS ....................................................................................................................................... 6 2.1 SWOT............................................................................................................................................. 6 2.1.1 INTERNAL ANALYSIS ................................................................................................................... 7 2.1.2 EXTERNAL ANALYSIS .................................................................................................................. 8 2.2 PORTERS FIVE FORCE ANALYSIS ................................................................................................... 9 CHAPTER THREE .................................................................................................................................... 11 3.0 RECOMMANDATIONS ................................................................................................................. 11 4.0 IMPLEMENTATION AND CONTROL ................................................................................................. 12 4.1 BALANCED SCORECARD .............................................................................................................. 13 4.1.1 CUSTOMER PERSPECTIVE ......................................................................................................... 13 4.1.2 FINANCIAL PERSPECTIVE .......................................................................................................... 13 4.1.3 INTERNAL BUSINESS PROCESS PERSPECTIVE ........................................................................... 14 4.1.4 Learning and growth ................................................................................................................ 14 4.2 MCKINNEY 7s MODEL ................................................................................................................ 15 REFERENCES .......................................................................................................................................... 18

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CHAPTER ONE
1.0 INTRODUCTION
Maybank is icon in Malaysia. Maybank was formed in Malaysia in 1960, and its starts its operation on 12 September 1960, it was established to transform the picture of banking was done as before in Malaysia. The primary objective is to line up itself to the growth and wealth of the nation, raised from a aspiration by its initiators to create a actually native bank to serve the people of Malaysia in every single urban and rural area. In the first year, maybank pointed one more milestone, on February when it listed in Bursa Malaysia. Its growth sustained to meet drive with the Bank attentive on existence a part of each community, allowing customers with financial services and elevating their life sideways. This is the idea that has led to Maybank achievement and successes over the last 5 decades. As it developed, it also extended into other parts of financial services such as investments banking, insurance, stock broking, hire purchase and asset management, among others, as well as extended its linkage even added overseas. Now a days, Maybank known as Malaysias leading financial services organisation with a international network of approx. 17 hundred offices in fourteen countries. Overall organisational assets outstrip approx. RM300 billion while shareholders' funds position to RM25 billion. By market capitalization its a leading organisation on Bursa Malaysia. It has over 39 thousand employees serving over sixteen million customers internationally with 9 million customers in Malaysia on its own. Now, it provides a comprehensive range of financial services and products extending from investment banking, commercial banking, offshore banking, Islamic banking, hire purchase and leasing, insurance and trustee services, asset management, nominee services, stock broking, Internet banking and venture capital. It has covered the way for a vibrant variation in the country's financial services background. Maybank position satisfied as Malaysia's leading financial group with strong market leadership and strong existence nationally and locally. Its direction is not only revealed by its financial power and action its robust market share in many business sections. The Group has been known for many pioneers achieved all the way through its history such as being the primary bank to present ATMs, internet banking and mobile banking in Malaysia, the first Malaysian bank to start functions in various foreign countries and first in South East Asia to make known to bank assurance service. (Anon., 2010)

1.1 HISTORY
MAYBANK expedition over the years has been noticeable by one breakthrough afterward another .from its formation in 1960 and during the course of its 51 years of functioning of the group has validated its promise to innovation and excellence as it projected its progression to becoming regional financial services leader of Malaysia .as it going into its sixth decade the group is dedicated to blazing new altitudes as it pursues to make sure

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a improved future for people. YEAR 1960 1970 1980

MILESTONES Maybank is formed in 31st May and starts functioning at mansion house in high streets in Kuala Lumpur. First international branch open in Brunei Darussalam. In December branches starts operational in Singapore.

First mobile bank introduce in Johar. In 1974 very first to introduce rural credit card. Maybank become the leader in computerised banking operation in 1978. Maybank starts its investments banking branches with American Merchant Bankers Bhd. First credit card lunches Maybank Visa Classic card.

In 1981 set up ATM in Malaysia New york branch open in September Introduced itself as a the first financial institution for new IPO through ATMs. First to introduce pilot EFTPOS service with various participating petrol station. In February operations for ventures begin. Its incorporated with the Aseam Leasing and Credit Bhd and introduce hire purchase and leasing activities. Maybank launches its first Malaysia Airlines Electronic Ticketing or MASET. In all over south east Asia first Malaysian common ATM in Singapore, Philippines and Brunei. The headquarters of Maybank officially opened in Maybank Tower by the republic s Deputy Prime Minister Lee Hsien Loong. Maybank become the Malaysia Bank which listed in Bursa Malaysia. First Bank to achieve $ 100 billion in total assets size in Malaysia.

1990

2000

2010

Source: (Maybank, 2011)

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1.2 MAYBANK VISION

Vision of Maybank is to become a regional financial leader. With approximately fifty thousand Maybankers providing service over their global network of Two thousand offices and serving Twenty Two million people, Maybank cultivates its customer to make sure they bring on its brand promise. They have placed a tough talent development context to enable its people to run its organisation. After all, how much it attains is straight related to the aptitude and output of its people, as it sees it. As part of its exertions to confirm growth and sustainability in its business, Maybank is persistently in exploration of abilities who share its vision. It has several management development channels to grow endowed young individuals to take on their management role within the organisation on primary basis. (Manaf, 2013)

1.3 MAYBANK MISSION

Maybank want to cultivate financial services all over Asia by: Maybank have a clear approach for makeover and progress to support our vision to achieve a position of major regional financial services Group by 2015. As maybank remain to run development, generate new abilities and shape new franchises, our objective of allowing and inspiring a people-owned alteration will help confirmation to sustain. (Fong, 2012) People will able to access the financial services conveniently. Fair pricing, terms and condition to the customers. Providing services based on customers needs. Become the heart of society.

1.4 CORE VALUES

Teamwork Integrity Growth

Together work as team on the basis of dignity and Mutual Respect .

All functioning in ethical manner and dealings with honesty and professionaly. Passionate about constant innovation and Improvement. Committed for delivering suprior service and outstanding performence. Belives in long term partnerships on a continous basis.

Exellence & Efficiency

Relationship Building

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CHAPTER TWO
2.0 ANALYSIS 2.1 SWOT
A SWOT analysis is generally used in business and marketing in all-purpose as a technique of classifying opposition for a different strategy or venture. SWOT- Strengths, Weaknesses, Opportunities and Threats, It enables an individual to determine the entire negative and positive essentials that may affect any new projected activities. The SWOT analysis allows an organisation to determine the negative and positive impelling aspects internally and externally of a organization or company. As well businesses, other companies, in extents such as public education and public health welfare have originated ample use in its controlling values. The major role of SWOT analysis is to support make proper a full consciousness of all aspects that may affect strategic decision making and strategic planning, an objective that can be functional to maximum several industrial aspects. (Goodrich, 2013)

SWOT ANALYSIS - ELEMENTS A SWOT analysis aims completely on the four essentials involved in the contraction, permitting businesses to find the forces prompting an action, initiative, strategy. Significant these positive and negative impacting elements can help companies more effectively link what essentials of a idea need to be accepted. At the time doing a SWOT analysis, a persons classically generate a table divided up into four blocks so as to line up every affecting element with the side for assessment. Strengths and weaknesses wont usually equal listed opportunities and threats, though some relationship should happen since theyre secured collect in specific manner.

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2.1.1 INTERNAL ANALYSIS

STREANTH

It is a famous bank where it has over approx. 400 offices in fourteen countries, Maybank is ranked 153 between the top 1000 banks of world, have three hundred national branch and Ninety overseas branch. Correspondence banking association with 700 overseas banks all over the world. It also have variety in invention where they deliver giving loan, opening account credit cards, insurance and investment, and Islamic banking as well .Robust presentation where it was listed second major in Stock Exchange and Bursa and Maybank staff come from a multidimensional contextual of disciplines and skills, industry knowledge and experience to generate endowed groups of idea creators. Their workforce is a various one to certify bottomless gratitude of the niceties and complications of each customers business. (Angena, 2010)Maybank place as the undoubtedly lead in financial services in Malaysia which has
an extensive universal (more than seventeen continuous globally permitting it to blowout threat and relish economies of scale) its product is well reputable antique and frequently endorsed for example through funding of foundation for Bengal tigers and golf tournament. Extraordinary customer retaining with greater than average examination account balances with total net profit of $ 12 billion and $ 8.6 billion market capitalisation serving seventeen million client globally (as at early Financial Year 2010) Maybank is innovator in Malaysia for internet banking Product line divergence from loan financing, insurance, deposited to reserves banking Early outcome in financial year 2010 motto over 100% growing sales. (Anon., n.d.) WEAKNESSES

Inefficient services to the customer, for example Maybank not equipped with systems such as programmed with inbuilt security topographies to authenticate their customers details and accounts without having to depend on on a portion of tangible document with a signature. It would keep customer in conflict and its harder to exchange card or change or edit account if go to another branch of same bank. This type of service is entirely objectionable in todays modest world where time equals to money. And it is dejected to note that the chief local bank is not even up to graze on their service to their clients. Maybanks tagline is making every moment count but they definitely completed my every moment count when it just for a unpretentious ATM change. Have to pay big amount of money to stakeholders on the other hand the dividend pay-out ratio is only of 60% to the stakeholders. Maybank fixed policy to pay dividend of 60% of their earnings consider to be the long term policy (Angena, 2010).In
Malaysia with all over their or good product and services it have very low customer satisfaction rate It rated as on 17th rank out of seventeen banks in Malaysia in the financial year 2010.thier is absence of innovation and development in human recourse policies and practices on continuous basis the collateral agreement has been passed due from 2010.For new product development maybank have reputation and for the creativity too but on the other hand they are less capable in or weaken in their innovation for their homogeneous product and services. Maybank have a strong position in Malaysia so as far they must for a portfolio for other countries as well and the other reason is that maybank invest in less stable economies like Indonesia, Philippines and Vietnam (Anon., n.d.)

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2.1.2 EXTERNAL ANALYSIS

OPPORTUNITIES

Growth of present market where Maybank is specialists in the banking sector and use their knowledge with the people. Maybank cultivates an extraordinary in the banking sector. Maybank have numerous other investments from other businesses and increase its actions in Vietnam, Philippines, china and India. Most visited website as the maximum visited local site with more than 1mn visitors, getting closely Twelve per cent of all Malaysians online. Maybank's online exertions to advancements and events, as well as distinctive promotions for Maybank2u.com customers, publications in credit card insertions for billing, road show promotions and mall events (Angena, 2010).Maybank on a position of increase in net profit of
4.4% to RM 1.30 billion In the corresponding previous period The revenue for the period rises 8 % to RM 7.2 billion in the annual 10% target growth .there is also a rise in pre-tax profit with 7.5% to RM 2.0 billion from RM 1.8 billion previously. In the second quarter the pre-tax profit rose by 22% to RM 1.12 billion where net profit was 24.4% increases at RM 789 million in comparison earlier year. Maybank declared dividend of 40sen per share less tax. Three pronged growth strategy to diversify income streams to include other non-banking sector improve revenue from overseas of operation and growth and non-interest income continuous to bear fruit and will be for the pursued Amirsham said a group continue to see growth in loan to the consumer and the small and medium sector he said. (Adnan, 2007)

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MASTERS OF BUSINESS ADMINSTRATION 0048DODO1112 THREATS

Economic is on slowdown like as now where delaying economies are wicked for banking sector as it obstructs loans growing which is the sectors bread and butter and it stimulations up bad loans (due to the load of increasing borrowing rate) which in opportunity wear down a banks financial security.) The work is made stiffer by a viciously modest background Rivalry to other bank such as HSBC and how it has grown-up from the Hong Kong and Shanghai Banking Corp in the previous to becoming a actually international bank nowadays. They were even been brave enough to endeavour into Islamic Banking and shaped HSBCAmanah at a period when maximum banks, particularly overseas ones, believed out what Islamic Bank was all about and were disbelieving. Other bank that has climbed up to dare Maybank is HongLeong Bank, CIMB Bank and Ambank that identical close advantage to Maybank particularly in local banking. External variations like its newest policy necessitating all law organizations that manner business with it to have at slightest one cultural Malay companion with 50% partnership in that partnership has emphasized governmental interfering in what should be a virginally specialized question. For Malaysias major bank to issue such proclamations setting out cultural quotas harshly destabilizes its capability to participate with worldwide banking organisations that emphasis exclusively on issues related to business. For a Government associated Organization such as Maybank, maintained by Permodalan Nasional Bhd, such governmental pronouncements surrendering worth for quotas is opposing to its objectives of viable development and corporate action established in the Key Performance Pointers. (Angena, 2010)

2.2 PORTERS FIVE FORCE ANALYSIS

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THE COMPETITIVE RIVALRY WITHIN THE INDUSTRY It is covering overdue in relationships of auto loans and consumer loan covering 16 present of market share where the housing loan cover present, debt issuance with 21%, Islamic deposits and corporate loans cover 17% and asset management covers 9% as associated to other industry companies. Maybank understood that as the market frontrunner it is now fronting thoughtful challenges to uphold its rank one place in the extremely competitive banking sector. The opponents are sprawling Maybank narrowly and have exaggerated their rivalry, this attached with other issues such as the economic pressure on macro level, challenging clients and substantial in its implementation abilities and presentation culture subsequent a less than holes imposing performance and Maybank is losing market share to destructive contestant who are ever prepared to leap at Maybanks leading position (Darwina Arshad, 2012)

THE THREAT OF NEW ENTRANTS Maybank in a strong Place Maybank has placed itself as the major banking organisation in Malaysia with a total asset of RM 309 bn as on 31 March 2009 with RM 5 bn market capitalization as in June 2009, outstanding its contestants such as Public bank, CIMB (BCHB), Public Bank, AMMB, RHB Capital, Affine Bank, Hong Leong Bank, EON Capital and Alliance Bank and. Maybank is quiet amongst the top three in nearly all key banking service sectors Nevertheless entrants are succeeding Maybank very thoroughly with BCHB in 2nd place in form of entire assets of RM 227 bn as well as RM 32 bn in terms of market capitalization. Public Bank in a concluding at the third position in banking sector, with total assets of RM 199 bn and market capitalization of RM 31.40 bn in Annual Report 2009 of maybank. (Darwina Arshad, 2012) THE THREAT OF SUBSTITUTE PRODUCTS Maybank as one of the primary banking group provide which had a diversity of product and services containing and mortgage and automobile financing, debit and credit cards. Bancassurance. Wealth management, Internet banking and well retail as Business and corporate Banking which contain commercial and corporate sections provides to multinationals, public listed companies and institutional customers as well as SMEs via a variability of facilities that contain trade financing cash management. With these wide services and product the competitors of Maybank particularly other banks could have problems to compete in the Malaysia market. THE BARGAINING POWER OF SUPPLIERS Maybank Group provides a wide range of services and product which consist of investment banking, commercial banking, offshore banking, Islamic banking, takaful factoring trustee

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services and insurance. Stock broking, nominee services and asset management. Internet banking and venture capital. Maybank's key business functions mainly in Consumer Banking. Corporate Banking and Business Banking. International Business and Global Markets. Maybank Investment Bank is the Group's known for investment banking sector while the Insurance business is functioned as brand Commercial banking in the Etiqa is the key business of the Maybank with Customer. THE BARGAINING POWER OF CUSTOMERS Maybank continued attentive on its objective to achieve a position of regional financial services banking group by 2015 further long-drawn-out its presence in thirteen global markets in the financial year 2009, the Global sector accomplished to subsidize 9.6 % to the Group's in profit before tax The Group's Singapore functioning sustained its growth impetus by an increase of 12 % in the profit before tax .Maybank Singapore is also the Group's major overseas income. Subsidised approximately 88% of profit before tax of the Global sector for the financial year 2009(Annual Report 2009) Maybank provides approx. 60% to the Groups entire worldwide loan collection. The Singapore branch is the chief in Singapore's banking business to have attained threefold authorization for business excellence. (Darwina Arshad, 2012)

CHAPTER THREE
3.0 RECOMMANDATIONS
According to analysis it can say the extremely competitive atmosphere of the banking industry is a established industry and in Malaysia. The situation has become more stimulating with interactional players and financial market liberalizations located up their actions here. The macroeconomic circumstances with the slowdown of economy that hit internationally fluctuating in low interest rate margins and profits and borrowing patterns are belligerently being strained by competitors has occasioned the Maybank Group trailing specific of its market share to the entrants. To endure being a leader in the banking industry Maybank Group has go on board in the direction of a expedition to hold its position as strategic transformation and it includes a entire transformation where the organization is altering the managerial culture towards customer via accepting to the association marketing method. To hold its clients and be it inside or outside, the banking group is watching at constructing relationship on long term basis. Competitive and Creativity compensations within the organization through the launch of the Leap30 program method. While variations do take time the variation is taking place the banking sector should constantly confirm that the strategic transformation must be accredited and controlled banks aspirations and shared value to its personnel. The substantial objective is at a mutual culture the and value where all personnel have the same visualization in the

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direction of attaining the administrative goals. Besides for a native bank in the banking industry where the market is extremely competitive with destructive competitors, the bank necessities to hold its and their faith and promise to confirm the bank's capability to constantly customers advantage endure and get better its market share: hence a right method in construction the long term relationship is decisive As portion of its strategic change plan the Maybank Group has also occupied practical steps to reinforce its assets base for undertaking publicised a reissue of to RM6 bn. which would located up Maybank as one of the in Asias best capitalized banks with a performance risk weighted capital ratio of aprox.16%. The privileges issue will give support the Group's ambition to be amongst the top 5 banks in south East and East Asia by extent and presentation by 2015. In streak with Worldwide based Banking strategic thrusts and Community Financial Services numerous change strategies have been effectively applied, such as Takaful & Insurance and Information Technology Change Programme and the Quality Service to the customer. These strategies thoroughly associated to customers and staff of Maybank It is very vital for the company to appreciate customer potentials and awareness of offered quality service. This is because the professed level customer s a key to uphold customer devotion as well as sustain an appearance of the banking industry as the finest industry in the world in a very modest environment. The consequences presented that numerous initiatives by Maybank bring into line with the mission and vision, have swift wins, medium and short term strategies and the long-term strategies (Darwina Arshad, 2012) (Maybank, 2012)

4.0 IMPLEMENTATION AND CONTROL

The implementation and control system assurance for the capability and competence of all practice of a banking organization. For this I am going to practice these methods for the control and strategy it with support of some tools for implementation and control such like Balance score card and McKinney 7s model.

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4.1 BALANCED SCORECARD

4.1.1 CUSTOMER PERSPECTIVE

For improving the quality of the service which maybank provide to their customers. there are so many ways and methods by which maybank increase the quality of the service and also provides some benefits to the employees as well for their specific performances and policing programme to help to enforcing new initiatives .the outcomes have been positive which based on the a recently conducted group discussion in which 89% of borrowers and 91% of depositors were satisfied with the service concentrated. There several improvement in the overall competency and the courtesy of the employees as well correct and suitable solution for the offers of bank

4.1.2 FINANCIAL PERSPECTIVE

In Consumer loan segment grow auto, CTS, housing, salary loans: figure ability for personal loans.

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In Enterprise loans and bonds have to maintain portfolio of tap SME through providing and top-tier corporate bonds. In Deposits segment low-cost Current Account and Savings account with CMS as enabler. Fee-based income grows remittance and trust and develops capability for other wealth management products build ability and capitalize on opportunities in treasury. NPI prevention through lending bias in favour of low-risk consumer loans, monitoring of top twenty borrowers, etc. NPI and NPA recovery through quick foreclosures and restructuring out-ofcourt settlements. There is disposal of ROPOA through SPV

4.1.3 INTERNAL BUSINESS PROCESS PERSPECTIVE

The bank is continuously looking for methods to progress through squatter improvement time, fewer man-hours, modest and less unwieldy procedures or lesser cost but always geared in the direction of increasing the quality of service to the customer. MPI remains its chief reintegration program which comprises applying an exclusive computerization program that placed down the technological basics of their business. MPI remains to change branches to development a customary corporate look and feel that is completely, inimitably and particularly Maybank. This directed to liberal restoration of branches accompanied by continued promotional and advertising campaign.

4.1.4 Learning and growth

For their employees develop and welfare of the people. Maybank would pursue the building of the organisation with under perception of the employers choice. For the stakeholders of the organisation the objective of integrity and prudence and ultimately aspire and providing superior returns to shareholders. (Anon., 2013 )

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4.2 MCKINNEY 7s MODEL

There are seven interdependent factors includes in The McKinsey 7S model which are divided in two segments such as soft and hard elements:
HARD ELEMENTS SOFT ELEMENTS

STRATEGY STRUCTURE SYSTEM

SKILLS STYLE STAFF

In the above table there are two elements in which the hard elements are little easy to
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determine or define and management can straight affect them: These are some strategy declarations, reporting lines and organization charts, IT systems and formal processes. But on the other side soft elements are bit difficult to determine and define these are less touchable and more affected by culture. (Carlson, n.d.)

Strategy: community financial services thrived notwithstanding threatening market condition .the market share rose to 17 %. Structure:

Source: Annual Report 2012 Systems: Maybank has boarded on the following phases towards producing impactful invention by accepting a additional absorbed approach to ideation fastened around main business areas thought as strategic to the Group. Shared Values: Maybank begin an active team organization with strong roles, shared tasks and authorization with group affiliates to deliver continuing support and advice on the spot as required. Style: An extraordinary level of personal integrity and professionalism take decisions with a strong integrity and confirm no clash of curiosity. Maybank Code of Ethics on continuous basis.

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Staff: Create a considerate and approachable atmosphere to cultivate virtuous working relations amongst, customers, stakeholders and team members. a culture where each staff is accountable for make the most of and beyond customer satisfaction. Skills: A motivated and positive attitude in ration our interior and outside customers. Control costs efficiently and confirm that capitals are invested with the highest return.

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REFERENCES
Adnan, H., 2007. Maybank High Profit Rises. The Star Newspaper-Business Section. Angena, 2010. Business and Industry. Maybank Swot Analysis. Anon., 2013. Balanced Scorecard Of Maybank. [Online] Available at: Error! Hyperlink reference not valid. [Accessed 2013]. Anon., 2010. Financial services leader with a heart for the community. Malaysian Business. Anon., n.d. /MAYBANK-SWOT-ANALYSIS. [Online] Available at: http://www.scribd.com/doc/50003696/MAYBANK-SWOT-ANALYSIS. Carlson, J.M.a.A., n.d. Ensuring That All Parts of Your Organization Work in Harmony. [Online] Available at: http://www.mindtools.com. Darwina Arshad, H.A.N.m.a.S.M., 2012. Stretegic changes and Transformation-A case study of maybank. malaysia, july 2012. Fin, M., 2012. AT&T Strategic Analysis. 29 August. Fong, M., 2012. Online Annual Report 2012. Maybank. Goodrich, R., 2013. SWOT Analysis. BUSINESS NEWS. Isbell, G.E., 2010. AT&T Inc. Manaf, N.A., 2013. Career Guide. Maybank comes out on top for banking and financial services. Maybank, 2011. Maybank Annual Report. Annual Report. Maybank, 2012. Annual Report. Kuala lumpur. Reardon, M., 2012. Competitive wireless carriers take on AT&T and Verizon. 10 september. WORTHAM, J., 2012. AT&T in $6.7 Billion Loss on Failure of T-Mobile Deal. [Online] Available at: http://www.nytimes.com/2012/01/27/technology/atts-net-loss-tied-to-t-mobile-mergerfees.html?_r=0 [Accessed 7 december 2012].

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