TAT BANK LIMITED

Marketing Town, Business Land

Marketing Plan for Golden Years Deposit Accounts

By

Keith Inniss

Research, Planning and Product Development Department

Submitted in fulfilment of the requirements of the Integrative Project course of the

Professional Marketing Program (Institute of Business Land)

Academic Supervisor: Dr. K Marketing

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TAT BANK LTD

Marketing Plan for Golden Years Deposit Account

Contents

Executive Summary.............................................................................................................2
1. Introduction....................................................................................................................3
1.1 Background..............................................................................................................3
1.2 Purpose and Objectives............................................................................................3
2. Analysis of the Environment.........................................................................................4
2.1 External Analysis.....................................................................................................4
2.1.1 Macro-environment...........................................................................................5
2.1.1.1 Demographic, Cultural & Social................................................................5
2.1.1.2 Political.......................................................................................................5
2.1.1.3 Economic....................................................................................................6
2.1.1.4 Technological.............................................................................................7
2.1.2 Market...............................................................................................................7
2.1.3 Competition.......................................................................................................8
2.2 Internal Analysis......................................................................................................9
2.2.1 Performance.......................................................................................................9
2.2.2 Management and Staff.....................................................................................10
2.2.3 Infrastructure and Delivery.............................................................................10
2.2.4 Customers........................................................................................................11
3. SWOT Analysis...........................................................................................................11
3.1 Opportunities..........................................................................................................11
3.2 Threats....................................................................................................................13
3.3 Strengths.................................................................................................................14
3.4 Weaknesses............................................................................................................16
4. Fundamental Marketing Strategies..............................................................................17
4.1 Supply Strategies....................................................................................................17
4.2 Demand Strategies.................................................................................................17
4.3 Positioning Strategies.............................................................................................17
4.4 Competition Strategies...........................................................................................18
5. Marketing Mix Strategies............................................................................................18
5.1 Product...................................................................................................................18
5.2 Price.......................................................................................................................19
5.3 Place.......................................................................................................................19
5.4 Promotion...............................................................................................................19
5.5 Personnel................................................................................................................20
6. Implementation and Control........................................................................................20
6.1 Implementation......................................................................................................21
6.2 Control...................................................................................................................23
7. Financial Forecast........................................................................................................24
8. Conclusion...................................................................................................................24
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Executive Summary

ARYA Solar Company develops the wind and Solar (PV) Systems. This marketing plan

illustrates our market segments and the strategies we are employing to get customers and

create a solid revenue stream. We are not just any photovoltaic Systems developer. Our

unique focus of creating solar panels gives us an advantage over our competitors by

giving customers a new and useful product.

We will fund development of our own systems by providing consulting services to create

similar services for corporations who are looking to design wind & solar systems for

promotional purposes. These consulting assignments will come from advertising

sponsorship relationships that we will establish with companies who are interested in

embedding their brand and offers inside our other products and would also like

something more custom that they can offer as their own products. In the next year of the

business, we expect consulting to constitute a large portion of our revenue stream

.
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2. The Challenge

The Government of the country, shareholder of Tat Bank Ltd, as part of its proposed

housing development program for the country, has directed the Bank to approve 100%

mortgage financing for public servants. These mortgages will carry a maximum

repayment term of 25 years and will attract interest at 7.75% per annum. A study

conducted by PKF Consultanus for the Government has shown that the demand for

financing under the new mortgage plan will amount to $10 million in the first year, $18

million in the second year and $37 million in the third year. The Bank’s five years

strategic plan for the period 2001 to 2005 does not include this estimated growth, and the

competition for deposits is currently very stiff. The Bank could face great difficulty in

meeting the Central Bank’s accepted loans-to-deposits ratio of between 75% and 85% if

it fails to secure the required funding. Also, it could miss out on a golden opportunity to

increase market share in other areas and to make more money.

1.2 Purpose and Objectives

The purpose of this project is to steer the Bank on a course that will enable it to secure

the required deposits to fund the new mortgage plan, while at the same time strengthen its

position in the local industry and achieve greater levels of profitability year after year. To

attain this, the project focused on the following objectives:

 Retain existing customers.

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 Win new customers.

 Raise $65 million in deposits over the next three years.

 Increase market share of deposits from 35% to 45%.

 Maintain a loans-to-deposit of 80% (see appendix F).

 Increase profit by 15%, 22% and 35% respectively over the next three years, and

ultimately increase ROA from the current 0.56% to 0.95% at the end of year 2004

(see Appendix G).

To accomplish these objectives, the project, after analysing the external and internal

environments of the Bank, identified the various marketing strategies designed to bring

success. It then tabled the implementation and control mechanisms aimed at ensuring that

the desired results are achieved.

2. Analysis of the Environment

An analysis was carried out on both the external and internal environments of the bank

with a view to employing the strategies necessary to achieve our objectives.

2.1 External Analysis

The external analysis looked at the macro-environment, the market and the competition

in order to identify our opportunities and threats.

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2.1.1 Macro-environment

2.1.1.1 Demographic, Cultural & Social

 The local population which currently stands at approximately 116 thousand is young

and is expected to increase by just 800 by the end of the year 2003 The over 50 age

group will approximate to 24 thousand by the end of year 2003.

 The population until recent times was predominantly religious, however with the

introduction of American television in our homes there is a big swing to the American

culture and hence new lifestyles and tastes.

 As a result of the advocating of equal rights for women, we have seen that women are

now taking on more leading roles in the society. The education system allows for

equal opportunities for men and women, and it appears that the women are currently

achieving better grades than men. Women currently make up 50 % of the workforce.

2.1.1.2 Political

 The Country is stable and conducive to investments.

 The Government is comprised of a young vibrant team with exciting developmental

plans for the country.

 The country is currently black listed by the Financial Actions Task Force (FATF), but

the Government has recently passed a new anti money laundering act, which it hopes

will result in the removal of the Country’s name from the list.
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 The Caribbean Community (CARICOM) Single Market and Economy is soon to be

established across the region.

 The other seven countries in the ECCB currency union also have stable governments.

2.1.1.3 Economic

 GDP grows steadily at an average of 5% per annum.

 Inflation is maintained at between 1.5% and 3%

 The EC$ is stable and is pegged to the US$ at a rate of 2.7.

 The economies of the other states in the ECCB currency union are also stable and

should not affect the EC$ in the near future.

 The financial sector is growing.

 Construction is on the rise.

 The main export product, banana, is declining.

 The fishing industry growing (Japanese interest).

 A new cruise ship berth was built, and plans are underway for the construction of a

new international airport.

 Tourism is growing and the hotel industry is developing. A 10% increase in tourist

arrivals was recorded last year. The events of September 11, 2001 (the terrorist

attacks on the US) could however turn things around.

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 A securities exchange market (the ECSE) was recent established across the eight

member countries of the ECCB currency union to aid in the economic development

of the region.

2.1.1.4 Technological

 Modern telecommunication systems are available, including fibre optic

telecommunication and Internet.

 Modern technology, such as SWIFT, is available to facilitate the international

payment system.

 ATMs are currently in operation at all the local commercial banks. The other four

commercial banks provide online service through a network of ATMs in the region.

Tat Bank Ltd for the time being provides only local ATM service. Year after year

there is greater demand for ATM services by customers as they come to appreciate

the convenience more and more.

 Approximately 20% of the population have access to computers now compared with

10% in 1999.

2.1.2 Market

The market consists of the Government, other public sector bodies, corporate entities,

insurance companies, professionals, public servants, teachers, and Nationals resident in

the UK, Canada and the US. As at June 30, 2001 the total deposits held by the five

commercial banks on the island was $990 million. Of this total the public sector
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contributed $234 million, business firms $129 million and private individuals $435

million. While Tat Bank Ltd holds a high 69% of the public sector deposits, it only has

23 % of the private individuals and 7% of business firms (see Appendix G). Nationals

over 50 years of age returning home from abroad to invest bring in some $10 million

annually.

2.1.3 Competition

 There are four other Commercial banks on the island. These are Barclays Bank PLC,

Scotia Bank, CIBC, and Caribbean Banking Corporation. Unlike Tat Bank Ltd, which

is the only indigenous bank, they are all branches of banks whose head offices are

located abroad, and only one has a second branch on the island. There is a possible

merger of Barclays Bank and CIBC to take place in 2002. The new entity will be

called First Caribbean International Bank.

 The non-bank financial sector including three credit unions, a savings & loans bank, a

building & loans association and a number of insurance companies, all accepting

deposits and providing more and more traditional banking services.

 There is competition from regional and international institutions as a result of

globalisation.

 The establishment of the CARICOM Single Market and Economy.

 The Eastern Caribbean Securities Exchange (ECSE), which was recently opened by

the ECCB across the eight member territories of the ECCB currency union, offers

new and exciting opportunities for investors.

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 Some customers prefer to do business with our competitors because Tat Bank Ltd is

Government owned and political interference or changes often affect their confidence

in the Bank.

 Tat Bank Ltd may be unable to attract certain customers, particularly the business

community, because it is Government owned and there is the perception that their

account information is open to the Government and its agencies.

 Many patriotic Nationals will bank with Tat Bank Ltd because they recognise that the

profits of the Bank belong to the people and are used for the country’s development.

2.2 Internal Analysis

The internal analysis looked at our performance, our internal configuration and our

customers in order to identify our strengths and weaknesses.

2.2.1 Performance

Tat Bank Ltd is currently the industry leader in assets, loans and deposits. Comparative

Balance Sheets for the fiscal year 2000 show that Tat Bank Ltd holds 34% of assets, 38%

of loans and 35% of deposits (see Appendix A). Up until 1999, Tat Bank Ltd held 40% of

deposits but it has since lost some of its deposits to its competitors. Despite being the

market leader for a number of years however, profitability has not come up to

expectations. At the end of the fiscal year 2000 our ROA was only 0.65% compared with

the industry average of 0.81%, as can be seen from the Comparative Statements of
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Income (see Appendix B). The year 2001 has seen a further decline in our net income

resulting in a drop in ROA to 0.56% (see Appendix C). Our loans-to deposits at June

2001 stood at 81% (see Appendix D) within the Central Bank’s guidelines.

2.2.2 Management and Staff

 Tat Bank Ltd is the only commercial bank on the island with a local Board.

 Most of the staff are young and have the requisite capabilities, and are re-trainable for

newer systems and technology.

 All members of the staff are locals and have good contact with the community at

large.

 Considering that Tat Bank Ltd has over the years served mainly the public sector and

the low and middle income customers, the staff did not receive the necessary

exposure and may not be as experienced and equipped as our competitors.

 Tat Bank Ltd is not as equipped as its international competitors with research

departments and the qualified staff to keep their institutions in line with legal,

technological, operational and other changes.

2.2.3 Infrastructure and Delivery

 Tat Bank Ltd is the largest bank on the island with seven local branches, a mortgage

finance company, four cash agencies and five ATMs.

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 The Bank is leading the local competition in information technology, and its core

banking system has the capacity for further advancements.

 In some areas, and in particular the Grenadines, we are the only commercial bank and

collector of bills for various utility companies.

 The Bank does not have branches abroad but has a strong network of regional and

international correspondent relationships. This is however always the fear that

correspondents might sever such relationships.

2.2.4 Customers

Tat Bank Ltd has the largest customer base. However, apart from the public sector

accounts, which account for large percentages of its assets and liabilities, its customer

base consists largely of the low and middle-income groups whose needs include home

ownership, household items, transport and education for their children.

3. SWOT Analysis

The SWOT Analysis identified the opportunities, threats, strengths and weaknesses of the

bank, as follows:

3.1 Opportunities
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 The Bank is very well placed with a good and assured customer base from the level of

the government and the public sector business.

 Many patriotic Nationals will do business with Tat Bank Ltd because they know that

the profits of the Bank belong to the people of the country and are used for the

country’s development.

 The availability of modern telecommunication systems and technology will facilitate

the improvement and strengthening of the Bank’s international business and ATM

services, and the development of new services, such as telephone banking.

 The increased access to computers by customers will allow the bank to reach more

target groups through electronic communication.

 The tourism industry is growing - cruise ship berth was built, new international

airport coming, hotel industry developing, new foreign investors- which should

introduce more capital into the country and should spawn employment opportunities

for locals.

 The political stability and the economic growth across the eight member countries of

the ECCB Currency Union, including this country, ensures the stability of the EC$,

and this is an encouragement for persons returning home to invest locally.

 The establishment of the CARICOM Single Market and Economy can present

opportunities for us to better utilise any excess liquidity through diversification of our

lending portfolio and through investments.

 The merger of Barclays Bank and CIBC could result in internal conflicts due to

cultural differences that may cause customers to move to Tat Bank Ltd.
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 The population that is mostly young comprises a strong workforce capable of

advancing the Government’s developmental plans to take the country’s forward.

3.2 Threats

 Some customers prefer to do business with our competitors because Tat Bank Ltd is

Government owned and political interference or changes often affect their confidence

in the Bank.

 Tat Bank Ltd may be unable to attract certain customers because it is Government

owned and there is the perception that their account information is open to the

Government and its agencies.

 The introduction of American culture and lifestyles into our society could result in

greater external spending and so have a negative impact on the local economy.

 With the establishment of the CARICOM Single Market and Economy the Bank will

be faced with competition from regional banks that are better equipped and prepared

to meet the changing needs of customers.

 We also have to compete with banks and other financial institutions in the

Organisation of Eastern Caribbean States (OECS) and abroad as a result of

globalisation.

 First Caribbean International Bank (the new entity that will be formed from the

merger of Barclays Bank and CIBC) will be a stronger force to recon with, as it will

be able to reach a wider cross-section of the market due to the combining of strategic
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capabilities and competences, human and financial resources, and contacts and

delivery networks.

 The black listing of the country by the FATF could affect the Bank’s correspondent

banking relationships, as the Bank will be under greater scrutiny from the eyes of the

outside world. Any severing of such relationship will curtail the bank’s ability to

handle customers’ international business.

 The deterioration of the banana industry, one of the country’s major industries, could

result in a downturn in the economy.

 The anticipated decline of the local tourism industry as a result of the recent terrorist

attacks on the US could also result in a downturn in the economy.

 There is increased competition from the non-blank financial sector, the credit unions,

the savings & loans bank, the building & loans association and the insurance

companies. These institutions are not regulated by Central bank and hence they are

not restricted in their operations. They have been paying very high rates on deposits

and have also been offering more and more of the services which were traditionally

offered by commercial banks.

 The Eastern Caribbean Securities Exchange (ECSE), which was recently opened by

the ECCB across the eight member territories of the ECCB currency union, will

present other investment opportunities to customers and could reduce our deposits, as

well as our chance to raise additional deposits.

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3.3 Strengths

 Our leading position in the industry, with respect to our market shares of assets, loans

and deposits, puts us in a position to influence the level of interest rates.

 We are the only local commercial bank with a Board of Directors, a Board that can

attract good business to the Bank as it consists of successful & respected business

people with a good mix of expertise in key industries and with strong social links in

the country. Approval of loans is faster with a local Board in place.

 Most of the staff are young and have the requisite capabilities, and are re-trainable for

newer systems and technology. This will therefore make the selection and training of

the sales team easy.

 All the members of the staff are local, and very well known and have good contact

with all sectors of the community. They will therefore be in a good position to attract

more customers to the Bank.

 The network of branches and other outlets affords customers service from any point

within the state as the computer mainframe is accessible from all branches.

 The Bank is leading the local competition in information technology, and its core

banking system has the capacity for further advancements. Customers may prefer to

open accounts at Tat Bank Ltd because statements and account information are

produced faster that our competitors who on several occasions have to wait on their

regional head offices to forward the information.

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 The monopoly some branches have by being the only bank in the particular area and

the only collector of bills for various utility companies is advantageous in increasing

customer base.

 The strong network of regional and international correspondent relationships places

the Bank in an advantageous position in the execution of foreign exchange business.

 It may be an advantage for Tat Bank Ltd to have the largest customer bade as

customers may encourage others to use its services.

3.4 Weaknesses

 The lack of exposure for our staff as a result of our poor customer mix makes it

difficult for our staff to be as experienced and equipped as most of our competitors to

deliver services efficiently and maintain high standards of service.

 Our international competitors, the other four commercial banks, are better prepared to

stay afloat in the face of strong competition with research departments and qualified

staff to keep their institutions in line with legal, technological, operational and other

changes.

 The Bank is totally reliant on its correspondent banking relationships to conduct its

foreign exchange business and may find it impossible to survive against its

international competitors if its correspondent banks should close such relationships.

 Although Tat Bank Ltd has the largest customer base, it has over the years had little

success in attracting the business community because it is government owned, and

may continue to fail in this regard.

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4. Fundamental Marketing Strategies

4.1 Supply Strategies

Develop a new chequing account called a “Golden Years” account that will attract a

higher rate of interest than the regular savings account and will allow the customer the

benefit of other services at reduced price.

4.2 Demand Strategies

 Target wealthy Nationals over 50 years of age returning home or resident locally,

including doctors, lawyers, managers, entrepreneurs and retired persons.

 Achieve product differentiation and a competitive advantage in the market.

4.3 Positioning Strategies

Measuring from a scale of 1 to 6, where 6 is the best point, Tat Bank Ltd is currently

perceived to hold the second position of 4 for service offering and also the second

position at 4 for service quality (see Figure I). The Bank’s aim is to also move to the top

position for service offering and service quality through its innovative product

development and improved service quality (see Figure II).

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Figure I Figure II

Bank Positioning Bank Position After Repositioning

Service offering Service offering

6 6

o CIBC o CIBC o SBL

o SBL
o CBC o Scotia o CBC o Scotia
2 6 1 6

Service Quality Service Quality

o Barclays o Barclays

1 1

4.4 Competition Strategies

 Improve service quality by training staff.

 Promote ATMs and telephone banking services that will provide greater convenience.

 Offer innovative wealth-management products that will attract the target group.

5. Marketing Mix Strategies

5.1 Product
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The bank will offer a “Golden Years” deposit account that will target wealthy nationals

over 50 years of age, returning home or resident locally, including doctors, lawyers,

managers, entrepreneurs and retired persons. The account will allow for the writing of

cheques while at the same time will attract interest at a rate higher than that paid to

regular savings. It will also allow the customer to access other banking services at

reduced price, as well as personal banking services.

5.2 Price

 Interest rate will be 1% above the rate paid to regular accounts in the market.

 Charges for other services will be at half price.

5.3 Place

 Special counter will be made available to golden years customers for them to do their

transactions without having to wait in the regular line.

 Provide the service through our network of branches throughout the country.

 Install six additional ATMs at strategic locations throughout the country.

 Introduce telephone banking to allow customers to transfer funds between accounts,

perform account inquiry and pay their utility bills without visiting the bank.

 Perform personal banking for busy professionals, including doctors, lawyers,

managers, etc.

5.4 Promotion
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 E-mail or write to prospective customers informing them of the service.

 Phone prospective customers or visit them at their residents or place of business to

sell the service to them.

 Advertise the service on our website.

 Develop an advertising program targeting the selected group.

5.5 Personnel

 Recruit a sales team from members of the staff who possess the required skills for the

task.

 Provide the members of the team with a formal written program of the project.

 Provide each member of the team with a job description setting out clearly the job

expectations and goals, as well as the required job-related behaviours.

 Train the sales team for the job.

 Provide the team with the necessary tools and resources, for instance, cell phones.

 Provide the team with incentives, such as travelling allowances and rewards for sales

volumes.

 Develop a performance appraisal system that will allow for feedback throughout the

year and will determine annual salary increments.

6. Implementation and Control

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Once approval has been obtained, we will move swiftly to implement the plan. We will

also put controls in place to monitor and measure the results of the project to ensure the

desired objectives are achieved.

6.1 Implementation

Table 1 presents a work program to implement the proposed marketing strategies.

Table 1

Implementation Schedule
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6.2 Control

Table 2 presents a work program to assist Management in keeping the Bank on the course

to success.

Table 2

Control Chart

Activity Performed by Date / Frequency

Complete Performance evaluation of

Marketing Manager Annually
sales staff

Review salaries and other incentives of

Marketing Manager Annually
the sals staff

Measure financial results against Marketing Manager / Monthly / Quarterly

projections Accountant / Annually

Carry out survey to determine customers'

satisfaction with the product and the Internal Audit Annually
service qualiy.

Diagnose any gap / shortfall to ifentify the

causes for such gap / shortfall and Internal Audit As necessary
recommend corrective measures

Take corrective action Marketing Manager As necessary

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7. Financial Forecast

The attached projected financial statements (Appendix E and Appendix F) have been

prepared to show the effects of the results of the plan. Prior to this plan, the Bank’s

Management had prepared financial projections for the years June 30, 2001 through June

30, 2005 based on the Bank’s five-year strategic plan. Management’s statements have

been used as the base from which I commenced to incorporate the effects of the plan.

8. Conclusion

We have considered the situation faced by Tat Bank Ltd and the objectives we would like

to achieve. We have also taken a critical look at both our external and internal

environments, and through a “SWOT” analysis have identified our strengths, weaknesses,

opportunities and threats. The way forward has been determined by identifying our

marketing strategies, and by tabling the implementation and control mechanisms aimed at

ensuring that the desired results are achieved.

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Appendix A

SAMPLE BANK LTD

COMPARATIVE BALANCE SHEETS

AS AT END OF FISCAL YEAR 2000

EC $(000)
BARCLAYS CIBC SCOTIA CBC SBL SBL %

ASSETS
Cash resources 30,072 40,098 29,277 57,232 67,362 30%
Securities 4,400 27,747 500 89,903 33,792 22%
Loans 87,801 89,782 111,974 103,067 243,436 38%
Customers' liability under acceptances 3,339 1,619 2,209 31%
Fixed Assets 7,905 4,395 1,387 4,810 20,488 53%
Other Assets 3,308 795 1,140 2,367 1,273 14%
136,825 162,817 144,278 258,998 368,560 34%

LIABILITIES AND SHAREHOLDERS' EQUITY

Deposits 124,983 148,472 138,799 182,951 320,880 35%
Acceptances 3,339 1,619 2,209 31%
Other Liabilities 8,503 14,345 5,479 41,030 9,439 12%
Subordinated Debts 8,044 100%
Shareholders' Equity 33,398 27,988 46%
136,825 162,817 144,278 258,998 368,560 34%

Cash and ECCB Acc 19914 29252 24004 17769 20602

stated capital and reserve 22640 21434 19949 10000 10000

KEY RATIOS
Liquid assets 21.98% 24.63% 20.29% 22.10% 18.28%
Loans to deposits 70.25% 60.47% 80.67% 56.34% 75.87%
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Appendix B

SAMPLE BANK LTD

COMPARATIVE STATEMENTS OF INCOME

FOR FISCAL YEAR 2000
EC $(000)
BARCLAYS CIBC SCOTIA CBC SBL

Interest income 10,632 13,859 13,684 16,455 29,222

Interest expense 3,786 7,607 6,277 8,531 14,796
Net interest income 6,846 6,252 7,407 7,924 14,426
Non-interest income 3,870 1,948 2,660 2,421 5,315
Total income 10,716 8,200 10,067 10,345 19,741
Non-interest expenses 7,554 6,168 6,001 6,471 12,082
Provision for credit losses 1,376 673 67 1,031 4,651
Total expenses 8,930 6,841 6,068 7,502 16,733
Net income before income taxes 1,786 1,359 3,999 2,843 3,008
Income taxes 299 741 1,959 1,532 623
NET INCOME 1,487 618 2,040 1,311 2,385

KEY RATIOS
Net interest margin 5.00% 3.84% 5.13% 3.06% 3.91%
Return on assets 1.09% 0.38% 1.41% 0.51% 0.65%
Return on equity 8.52%
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Appendix C

SAMPLE BANK LTD

FIVE YEAR STATISTICAL REVIEW

CONSOLIDATED STATEMENTS OF INCOME

FOR THE YEAR ENDED JUNE 30
EC $(000)
2001 2000 1999 1998 1997

Interest income 30,039 29,222 25,852 22,693 20,018

Interest expense 14,922 14,796 12,977 11,888 11,332
Net interest income 15,117 14,426 12,875 10,805 8,686
Non-interest income 6,025 5,315 4,880 4,038 3,580
Total income 21,142 19,741 17,755 14,843 12,266
Non-interest expenses 15,331 12,082 10,698 9,038 8,060
Provision for credit losses 3,456 4,651 1,767 2,953 2,422
Total expenses 18,787 16,733 12,465 11,991 10,482
Net income before income taxes 2,355 3,008 5,290 2,852 1,784
Income taxes 149 623 1,494 1,146 728
NET INCOME 2,206 2,385 3,796 1,706 1,056

KEY RATIOS
Net interest margin 3.83% 3.91% 3.27% 3.45% 2.78%
Return on assets 0.56% 0.65% 0.96% 0.54% 0.34%
Return on equity 7.56% 8.52% 14.27% 9.61% 6.58%
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Appendix D

SAMPLE BANK LTD

FIVE YEAR STATISTICAL REVIEW

CONSOLIDATED BALANCE SHEET

AS AT JUNE 30
EC $(000)
2001 2000 1999 1998 1997

ASSETS
Cash resources 49,631 67,362 113,413 64,562 78,257
Securities 36,792 33,792 26,868 22,532 19,507
Loans 276,389 243,436 223,767 205,316 191,957
Customers' liability under acceptances 7,610 2,209
Fixed Assets 20,202 20,488 20,810 15,068 15,549
Other Assets 4,449 1,273 9,080 5,613 7,307
395,073 368,560 393,938 313,091 312,577

LIABILITIES AND SHAREHOLDERS' EQUITY

EC $(000)
2001 2000 1999 1998 1997
Deposits 339,325 320,880 352,708 284,544 284,199
Acceptances 7,610 2,209
Other Liabilities 10,529 9,439 6,950 4,343 5,547
Subordinated Debts 8,415 8,044 7,677 6,451 6,784
Shareholders' Equity 29,194 27,988 26,603 17,753 16,047
395,073 368,560 393,938 313,091 312,577

Cash and ECCB Acc 19914 29252 24004 17769 20602

stated capital and reserve 22640 21434 19949 10000 10000

KEY RATIOS
Liquid assets 12.56% 18.28% 28.79% 20.62% 25.04%
Loans to deposits 81.45% 75.87% 63.44% 72.16% 67.54%
 27

Appendix E

SAMPLE BANK LTD

PROJECTED BALANCE SHEET
AS AT JUNE 30
EC $(000) Actual
2001 2002 2003 2004

ASSETS
Cash resources 49,631 61,043 71,140 82,538
Securities 36,792 40,092 42,092 43,092
Loans 276,389 296,432 328,475 372,523
Customers' liability under acceptances 7,610
Fixed Assets 20,202 21,113 20,794 19,840
Other Assets 4,449 5,635 5,731 5,857
395,073 424,315 468,232 523,850

LIABILITIES AND SHAREHOLDERS' EQUITY

EC $(000)
2001 2002 2003 2004
Deposits 339,325 370,540 408,094 461,403
Acceptances 7,610
Other Liabilities 10,529 10,375 12,342 13,118
Subordinated Debts 8,415 8,700 8,800 8,900
Shareholders' Equity 29,194 33,700 35,996 38,429
395,073 423,315 465,232 521,850

Cash and ECCB Acc 19914 29252 24004 17769

stated capital and reserve 22640 21434 19949 10000

KEY RATIOS
Liquid assets 12.56% 14.39% 15.19% 15.76%
Loans to deposits 81.45% 80.00% 80.49% 80.74%
 28

Appendix F

SAMPLE BANK LTD

PROJECTED STATEMENT OF INCOME

FOR THE YEAR ENDING JUNE 30
EC $(000) Actual
2001 2002 2003 2004

Interest income 30,039 32,069 35,147 39,283

Interest expense 14,922 16,474 18,033 20,307
Net interest income 15,117 15,595 17,114 18,976
Non-interest income 6,025 6,184 6,630 7,534
Total income 21,142 21,779 23,744 26,510
Non-interest expenses 15,331 16,065 16,565 16,886
Provision for credit losses 3,456 1,651 1,781 1,939
Total expenses 18,787 17,716 18,346 18,825
Net income before income taxes 2,355 4,063 5,398 7,685
Income taxes 149 1,422 1,889 2,690
NET INCOME 2,206 2,641 3,509 4,995

KEY RATIOS
Net interest margin 3.83% 3.68% 3.66% 3.62%
Return on assets 0.56% 0.62% 0.75% 0.95%
Return on equity 7.56% 7.84% 9.75% 13.00%
 29

Appendix G
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