Case Study of Bank Al Habib - Latest

2012
Case Study of Bank Al Habib Limited.
Bahadur Ali (55534) Adnan Jamil (54447) FouziaShaikh (53267) Adnan Zakir ( )
4/15/2012
Case Study of Bank Al Habib Limited. 2012
Contents
Executive Summary .................................................................................................................................... 3 Letter of Acknowledgement ................................................................................................................... 4 Introduction ................................................................................................................................................... 5 Introduction of Habib Family ..........................................................................................................................5 Habib Family's Business Units .......................................................................................................................5 BANKING & FINANCE ....................................................................................................................................5 INSURANCE; ....................................................................................................................................................6 OTHER; ...............................................................................................................................................................6 Introduction of Bank Al Habib Limited........................................................................................................6 Capsule Information................................................................................................................................... 7 Bank AL Habib Limited Profile ........................................................................................................................7 Total no. of branches: ......................................................................................................................................8 Registered office: ...............................................................................................................................................9 Principal office: ....................................................................................................................................................9 Strategy Formulation ............................................................................................................................... 10 Vision Statement ..............................................................................................................................................10 Mission Statement ............................................................................................................................................11 Critical Views ......................................................................................................................................................12 Proposed Mission Statement ........................................................................................................................12 Input Stage .........................................................................................................................................................13 The External Audit .......................................................................................................................................13 Opportunities .............................................................................................................................................13 Threats .........................................................................................................................................................14 Bank ALHabib ..........................................................................................................................................................15 External Factors Evaluation (EFE) Matrix .......................................................................................15 Bank AL HABIB .........................................................................................................................................16 Competitor Performance Matrix (CPM) Matrix ..............................................................................16 Internal Audit .................................................................................................................................................17 Management Audit ..................................................................................................................................17 Marketing Audit ........................................................................................................................................17 Financial Audit ...........................................................................................................................................17 HR Audit ......................................................................................................................................................17 Strength ......................................................................................................................................................18
Bank Al Habib Limited |

Weaknesses ...............................................................................................................................................19 Bank AL-Habib ..........................................................................................................................................20 Internal Factors Evaluation (IFE) Matrix .........................................................................................20 Strategies in Action ..........................................................................................................................................22 Intensive Strategy .......................................................................................................................................22 Integrative Strategy ....................................................................................................................................22 Diversified Strategy .....................................................................................................................................22 Defensive Strategy ......................................................................................................................................23 Matching Stage ..................................................................................................................................................24 BCG Matrix ......................................................................................................................................................24 IE Matrix ..........................................................................................................................................................25 Suggestion ......................................................................................................................................................25 Grand Matrix ..................................................................................................................................................26 Decision Stage ...................................................................................................................................................27 QSPM .................................................................................................................................................................27 Strategy Implementation ...................................................................................................................... 31 Annual Objective ...............................................................................................................................................31 Policies ..................................................................................................................................................................31 Set Standards ....................................................................................................................................................32 Conclusion ..................................................................................................................................................... 33
Bank Al Habib Limited |
Executive Summary
This report provides an analysis and evaluation of the current and prospective position of Bank Al Habib in the banking industry. This report focuses on the growth and market expansion of the Bank Al Habib Limited. Aspects like strengths, weaknesses, opportunities and threats of Bank Al Habib are highlighted. Methods of Analysis include IFE, EFE, CPM, BCG, IE, Grand Strategy, and QSPM matrices. After analyzing of matrixes, it is indicated that Bank AL Habib has a strong and stable position and needs to plan a strategy for further growth. The report finds through QSPM matrix that Horizontal integration is most favorable strategy for growth and expansion of Bank Al Habib. Bank Al Habib is needed to carefully plan an Acquisition and Merger strategy and implement accordingly.
Bank Al Habib Limited | Executive Summary
Letter of Acknowledgement
First of all thanks to whom who is most merciful and kind to all of his creations without any discrimination and who make us able to prepare this report. We are thankful of following personalities for their guidance and help in the preparation of this report Mr. Shah FarazulHasan; who provided us some useful articles related to our topic. Mr. AhmerMukhtarHasan who provided us important information about the bank Al Habib. Mr. Mudassir Khan; who provided us the material related to our project. In the end special thanks to Mr. MudassirHussain (Our Strategic management instructor) whose unlimited efforts are present in our professional grooming.
Bank Al Habib Limited | Letter of Acknowledgement
Introduction
Introduction of HabibFamily
The Origin of what is now known as the Habib Group of companies can be traced to HabibEsmail, and his association with the firm of KhojaMithabaniNathoo, a leading metals dealer established in Bombay in 1841. Habib joined the firm at the age of 13 for a monthly salary of Rs. 5. Through his hard work and determination he became partner at the age of 18 and also became the president of the Copper and Brass Merchants Association. He started the firm "Habib& Sons" in 1921 and changed the family name to "Habib". His four sons namely Ahmed Habib, DawoodHabib, Mohammed Ali Habib and Ghulam Ali Habib joined the business. The firm expanded rapidly - banking remained a core business.
1841 1920 1941 1942 1947 1967 1974 1982 1991
HABIB FAMILY STARTS BUSINESS IN BOMBAY, INDIA HABIB & SONS ESTABLISHED IN BOMBAY HABIB BANK LIMITED ESTABLISHED IN BOMBAY HABIB INSURANCE COMPANY ESTABLISHED IN BOMBAY HABIB FAMILY MIGRATES TO PAKISTAN MOVING HABIB BANK, INSURANCE & OTHER BUSINESSES HABIB BANK AG ZURICH ESTABLISHED IN SWITZERLAND HABIB BANK LIMITED NATIONALISED IN PAKISTAN. HABIB FAMILY INVITED BY LATE SHAIKH RASHID TO ESTABLISH HABIB BANK AG ZURICH BRANCHES IN DUBAI HABIB FAMILY DECENTRALISES BUSINESS UNITS BETWEEN A GROWING FAMILY PAKISTAN GOVERNMENT INVITES DAWOOD HABIB GROUP TO ESTABLISH "BANK AL HABIB" IN PAKISTAN
Habib Family's Business Units

BANKING & FINANCE Bank AL Habib Habibsons Bank Ltd Habib Overseas Bank Ltd Habib African Bank Ltd HabibAsset Management Ltd Axiom Funds Al Habib Capital Markets (Pvt.) Ltd (Pakistan) (UK & Switzerland) (South Africa) (Tanzania) (Pakistan) (UK) (Pakistan)
Bank Al Habib Limited | Introduction
INSURANCE; Habib Insurance Co. Green shield Insurance Brokers OTHER;
(Pakistan) (UAE)
Habib Sugar Mills HSM Textile HabibMotorcycles Ltd.
(Pakistan) (Pakistan) (Pakistan)
Introduction of Bank Al Habib Limited

DAWOOD HABIB GROUP, the sponsor of Bank AL Habib Limited, has a long track record in banking which dates back to the 1920's. It was among the founder members of Habib Bank Limited which played a major role in meeting the financial and banking needs of Pakistan, and which was nationalized along withother banks in Pakistan on December 31, 1973. Under the privatization policy of Government of Pakistan, the DAWOOD HABIB GROUP was granted permission to set up a commercial bank. Bank AL Habib was incorporated as a Public Limited Company in October 1991 and started banking operations in 1992.
It is a venture of the Habib Group, which owns 50% of the shares, 20 % shares are owned by NIT and 30% are owned by the general public. Bank now has a network of 353 branches including 11 Islamic Banking Branches and a Wholesale Branch in the Kingdom of Bahrain, 61 sub-branches, and two Representative Offices, one each in Dubai and Istanbul. (Late) Hamid D. Habib, grandson of the founder a Habib Group, was the first Chairman of Bank AL Habib Limited. He was a Director in Habib Bank Limited from 1954 and its Chairman from 1971 until nationalization. After the death of Mr. Hamid D. Habib in May 2000, Mr. Ali Raza D. Habib, who was Director on the Board, was appointed the Chairman ofthebank. (Late) Rashid D. Habib, who was the Managing Director of Habib Bank Limited from 1953 till its nationalization, was appointed as the Managing Director & Chief Executive of Bank AL Habib Limited until he expired in 1994. After his death, Mr. Abbas D. Habib who was the Joint Managing Director and closely associated with the bank since its inception 1991, was appointed as the Managing Director & Chief Executive of the Bank.
Bank Al Habib Limited | Introduction
Capsule Information
Bank AL Habib Limited Profile
Type
Public limited company KSE: BAHL LSE: BAHL Karachi, 1991 Karachi, Pakistan Banking Corporate Banking, Loans, Savings, Consumer Banking, Islamic Banking etc... RS 16.7 Billion(2011) 6,900 www.bankalhabib.com 28.52
Founded Principal Office Industry
Products
Revenue Employees Website

Current Share Price in Rs.
Bank Al Habib Limited | Capsule Information
Total no. of branches:

Bank now has a network of 353 branches including 11 Islamic Banking Branches and a Wholesale Branch in the Kingdom of Bahrain, 61 sub-branches, and two Representative Offices, one each in Dubai and Istanbul.
Abbotabad Badin Bahawalpur Bhiria Road (NausheroFeroz) Burewala Chakwal Chenab Nagar Dadyal (A.K.) Daharki Daska Dera Ghazi Khan Dinga Faisalabad Fazilpur Ferozwatoan GaggoMandi Gawadar Gambat Ghakhar Gharo Ghotki Gilgit Kamalia Sugar Mills (Kamalia) Kandhkot Karachi Karkhana Bazar (Vehari) Kasur Khanbela Khanewal Khanpur Kharian Khurrianwala Khushab Kotla Arab Ali Khan Kunri Lahore Lala Musa Larkana MandiBahauddin MathanichanganSwabi Mehar Mehrabpur MianChannu Mirpur (A.K.) QasbaGujrat Qazi Ahmed Quetta Rahim Yar Khan Rawalpindi RohillanWali Sadiqabad Sahiwal SalehKhana Sanghar Sargodha Shahdadkot Shahdadpur ShahpurChakar Sheikhupura Shikarpur Sialkot Skardu Sukkur Tando Adam TandoBagho TandoAllahyar

Gujar Khan Gujranwala Gujrat Hafizabad Haripur Hingorja (Khairpur) Hub Hyderabad Islamabad Jacobabad Jhelum Joharabad Istanbul, Turkey Mirpurkhas Moro Multan Muridke Muzaffargarh Narowal Nawabshah Nooriabad (Jamshoro) Okara Peshawar PirMahal Pull Kharan (Shujabad) TibbaSultanpur Toba Tek Singh Turbat Uch Sharif Wazirabad WahCantt ZahirPir Off Shore Branches Export Processing Zone, Karachi Manama, Bahrain Representative Office Dubai, U.A.E.
Registered office:
Address: Telephone: Fax: 126-C, Old Bahawalpur Road (92-61) 544539, 111-786-110 (92-61) 582471
Principal office:
Address: 2nd Floor, Mackinnons Building, Office I.I. Chundrigar Road, Karachi (92-21) 2412986-89 , 2417065-68 , 111-786-110 (92-21) 2425423 , 2412028
Telephone: Fax:
Strategy Formulation
Vision Statement
VISION
To be a quality financial service provider
maintaining the highest standards in banking practices.
Bank Al Habib Limited | Strategy Formulation
10
Mission Statement
MISSION
To be a strong and stable financial institution offering innovative products and services while contributing towards the National economic and social development.
11
Critical Views
Missing in Mission Statement
Customers. Product/Services. Markets. Technology. Concern for Survival, Growth, and Profitability Philosophy. Self-Concept. Concern for Public Image. Concern for Employee. No. Yes. No. No. Yes. Yes. Yes. No. No.
Proposed Vision
To be a world-class financial services company that helps consumers and businesses achieve their goals OR To become the leading, technology-driven and global financial institution, providing distinctively unique range of financial services.
Proposed Mission Statement
To be the preferred provider of targeted financial service in our communities based on strong customer relationships. We will strengthen these relationships by providing the right solutions that combine our technology, expertise and financial strength. Our goal is to create customer loyalty, shareholder value and employee satisfaction.
12
Input Stage
The External Audit Opportunities
Promote housing finance schemes. To attract low cost deposits, particularly from individuals & retail customers. To target trade finance. More development & enhancement in current IT infrastructure to improve operational activities & customer satisfaction. Enhancement in Islamic Banking network. To enter in agricultural sector. Being an agricultural country it is a large segment in Pakistan but still un-served by the Pakistani Banks. SME sectors also an attractive opportunity for Bank. (Current advances ratio is only 5%). Consumer bankinghas a huge potential for bank. (Current advances ratio is only 2%). Micro Finance Banking is also and opportunitiesfor Bank. Involvement in Bancassurance Products. More presence in International market. Mobile Banking services for facilitating & getting the customer satisfaction. Bank AlHabib has an opportunity to merge with some other bank to be listed in top 5 ranking. Attractive salary packages & compensation should be awarded to attract good resource from market. Marketing department should be more aggressive in order to fetch market share. Current market share is around 4.5% (2009: 4.2%) of the total bankingsector assets. To target commodity finance. To target foreign trade market.
13

There is a lot of cushion available for Bank Al-Habib in terms of expanding its
network of branches.
Threats
Non aggressive marketing approach. Rapid growth of Islamic Banking in Pakistan. Anti-money laundering laws effects asset base of BAHL. Nonperforming loans (NPL) Economic situation effect the asset base of BAHL. Day by day competition is increasing not only of the expansion of the banks but also due to the mergers and acquisitions of the new bank in the market. Circumstances of Pakistan are a great threat. The conventional banks those having high growth rate and high market share are always being a threat.
Large business parties have fewer attractions in being a client of BAHL, mainly because of excessive amount of documentation.
A relatively high exposure to textile sector (45%) is mitigated to a certain extent due to diversification withinsector.
14
Bank ALHabib
External Factors Evaluation (EFE) Matrix
Opportunities
S. No
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Successful Key Factors (S.K.F)

Promote housing finance schemes
Weight
0.04 0.04 0.04 0.02 0.04 0.04 0.04 0.04 0.04 0.03 0.02 0.03 0.02 0.02
Ratting
4 3 4 3 4 4 4 4 4 3 4 3 3 3
Score
0.16 0.12 0.16 0.06 0.16 0.16 0.16 0.16 0.16 0.09 0.08 0.09 0.06 0.06
15 16 17 18
To attract low cost deposits, particularly from individuals & retail customers. To target trade finance. More development & enhancement in current IT infrastructure to improve operational activities & customer satisfaction. Involvement in Islamic Banking. To enter in agricultural sector. Being an agricultural country it is a large segment in Pakistan but still un-served by the Pakistani Banks. SME sectors also an attractive opportunity for Bank. (Current advances ratio is only 5%). Consumer banking has a huge potential for bank. (Current advances ratio is only 2%). Micro Finance Banking is also and opportunities for Bank. Involvement in Bancassurance Products. More presence in International market. Mobile Banking services for facilitating & getting the customer satisfaction. Bank - Al Habib has an opportunity to merge with some other bank to increase the number of its branches in Pakistan. Attractive salary packages & compensation should be awarded for motivation of current employees & to attract good resource from market. Marketing department should be more aggressive in order to fetch market share. Current market share is around 4.5% (2009: 4.2%) of the total banking sector assets. To target commodity finance market. To target foreign trade market. There is a lot of cushion available for Bank Al-Habib in terms of expanding its network of branches.
0.03 0.04 0.04 0.04
3 4 4 4
0.09 0.16 0.16 0.16
Threats
1 2
Non aggressive marketing approach.
Rapid growth of Islamic Banking in Pakistan.
0.04 0.04
1 2
0.04 0.08 15

3 4 5 6 7 8 9 10 11
Anti-money laundering laws effects asset base of BAHL
Nonperforming loans (NPL) Economic situation effect the asset base of BAHL. Day by day competition is increasing not only of the expansion of the banks but also due to the launching of the new bank in the market. Circumstances of Pakistan are a great threat. More and more banks are launching their operations in Pakistan which is increasing competition for the Bank AL Habib The conventional banks those having high growth rate and high market share are always being a threat. Large business parties have fewer attractions in being a client of BAL-IBD, mainly because of excessive amount of documentation. A relatively high exposure to textile sector (45%) is mitigated to a certain extent due to diversification within sector
0.03 0.03 0.03 0.04 0.04 0.05 0.04 0.05 0.05
2 1 1 2 2 2 2 2 2
0.06 0.03 0.03 0.08 0.08 0.1 0.08 0.1 0.1
Total Points
1.00
2.93
Bank AL HABIB Competitor Performance Matrix (CPM) Matrix
S. No
1 2 3 4 5 6 7 8 9 10
Critical Success Factors

Deposits Branches Market Share Management Assets Capital Customer Services Technology Return Rate Islamic Banking
Weight
0.10 0.10 0.08 0.06 0.12 0.12 0.11 0.13 0.08 0.10
BANK AL FALAH
Rating 4 4 4 2 3 3 2 2 2 1 Score 0.40 0.40 0.32 0.12 0.36 0.36 0.22 0.26 0.16 0.10
HABIBMETRO BANK
Rating 2 2 2 3 2 3 3 4 2 2 Score 0.20 0.20 0.16 0.18 0.24 0.36 0.33 0.52 0.16 0.20
FAISAL BANK
Rating 1 2 2 2 1 2 4 2 2 4 Score 0.10 0.20 0.16 0.12 0.12 0.24 0.44 0.26 0.16 0.40
Total Points
1.00
2.70
2.55
2.20
16
Internal Audit Management Audit

Bank Al Habib is an organization following centralized planning and controlling. Planning is the responsibility of the senior management group more particularly the board of directors, and to check any deviation from the prescribed plan, there is head office under them.
Marketing Audit
Bank Al-Habib marketing strategies are not aggressive. They should improve interpersonal communication skills, marketing department & provide excellent customer services to get more business by satisfying their customers. Bank has an opportunity to target trade finance & to attract low cost deposits from individuals & retail customers. Bank Al- Habib can easily get business from SME sector, Consumer Banking & Micro Finance Banking by improving their marketing strategy.
Financial Audit
PACRA has maintained the long-term and short-term entity ratings of Bank AL Habib Limited at AA+ (Double A plus) and A1+ (A One plus) respectively. These ratings denote a very low expectation of credit risk emanating from a very strong capacity for timely payment of financial commitments. The ratings reflect the bank's sustained performance, exceptional asset quality, and satisfactory financial profile. The ratings draw comfort from prudent risk management policies and the management's conservative risk appetite.
HR Audit
There is absence of corporate culture & good HR practices in Bank as compare to other banks. They provide training & promotion to their employees but salary packages & compensation is not good which should be at least market competitive to attract good resource from market.
17

Strength
Enjoy the association with Habib Family. PACRA has maintained the long-term and short-term entity ratings of Bank AL Habib Limited at AA+ (Double A plus) and A1+ (A One plus) respectively. Standing on an asset base of Rs347 billion as of September 30, 2011 Bank AL Habib Ltd (BAHL) is the eighth largest commercial bank in the country. Secure and easy access to Large numbers of ATMs network of bank Al Habib. A wide network of 353branches of BankAlHabib. Young savers account of the bank Al Habib is good source of business for bank Al Habib. Variety of financial products and services. Less risk in their banking system because of the conservative approach. Strong and secure online web based banking system. Involve in CSR activities, corporate philanthropy amounting to Rs. 24.7 million by way of donations during the year of 2011 for social and educational development and welfare of under-privileged people. Follow the prudent controlling Standards. Largest 'Saving Account Category' as compare to other banks. Bank Al-Habib provides "online as well as physical training" for its employees. Decent way of dealing with the customers. Sufficient liquidity position. Current ratio is above 20% of the total deposits. Rapid expansion of branches in the different cities of Pakistan. Implement BASEL II Frame work for capital adequacy. Total regulatory capital should be at least 10 % of risk-weighted assets and the Bank's capitaladequacy ratio is 16.69% (2010: 12.82%).
18

The paid-up capital requirement as of31 December 2011 is Rs. 8 billion. The Bank's paid-up capital as of 31 December 2011 is Rs. 8.786billion
Weaknesses
Bank Al Habibs business approach is not aggressive. Do not believe on the philosophy of Equal opportunity employer. Hiring of female staff is discouraged. Absence of corporate culture. They are not high risk taker in business activities. Absence of good HR practices. Less involvement in 'Consumer banking'. Difficultand lengthy processto applyfor loan product/service. Low incentives like bonuses overtime pay etc. No Aggressive marketing for the promotion of their products.
19
Bank AL-Habib Internal Factors Evaluation (IFE) Matrix
Strengths
S. No 1 2 Successful Key Factors (S.K.F) Enjoy the association with Habib Family. PACRA has maintained the long-term and short-term entity ratings of Bank AL Habib Limited at AA+ (Double A plus) and A1+ (A One plus) respectively. Standing on an asset base of Rs347 billion as of September 30, 2011 Bank AL Habib Ltd (BAHL) is the eighth largest commercial bank in the country. Secure and easy access to Large numbers of ATMs network of bank Al Habib. A wide network of 353 branches of Bank Al Habib Young savers account of the bank Al Habib is good source of business for bank Al Habib. Variety of financial products and services. Less risk in their banking system because the conservative approach. Strong and secure online web based banking system. Involve in CSR activities, corporate philanthropy amounting to Rs. 24.7 million by way of donations during the year of 2011 for social and educational development and welfare of under-privileged people. Follow the prudent controlling Standards. Largest 'Saving Account Category' as compare to other banks. Bank Al-Habib provides "online as well as physical training" for its employees all over world. Decent way of dealing with the customers. No too much threat of the political environment. Sufficient liquidity position. Current ratio is above 20% of the total deposits. The paid-up capital requirement as of31 December 2011 is Rs. 8 billion. The Bank's paid-up capital as of 31 December 2011 is Rs. 8.786billion Rapidly expansion of branches in the different cities of Pakistan. Implement BASEL II Frame work for capital adequacy. Total regulatory capital should be at least 10 % of risk-weighted assets and the Bank's capital adequacy ratio is 16.69% (2010: 12.82%). Weight 0.03 0.05 Ratting 3 4 Score 0.09 0.2
0.04
0.16
4 5 6 7 8 9 10
0.03 0.05 0.03 0.03 0.04 0.03 0.04
3 3 4 3 4 3 4
0.09 0.15 0.12 0.09 0.16 0.09 0.16
11 12 13 14 15 16 17 18
0.04 0.05 0.03 0.02 0.03 0.03 0.03 0.05
4 4 3 3 3 3 4 4
0.16 0.2 0.09 0.06 0.09 0.09 0.12 0.2
19 20
0.04 0.05
3 4
0.12 0.2
20
Weakness
1 2 3 4 5 6 7 8 9 10 Bank Al Habibs business approach is not aggressive. Do not believe on the philosophy of Equal opportunity employer. Hiring on female staff is discouraged. Absence of corporate culture. They are not high risk taker In business activities. Absence of good HR practices. Less involvement in 'Consumer Banking'. Not Easy application is for applying for a credit card. Too much poor Self marketing Department. Low incentives like bonuses overtime pay etc. No Aggressive marketing for the promotion of their products. Total Points 0.02 0.03 0.02 0.03 0.03 0.03 0.02 0.03 0.03 0.02 1 1 2 1 2 2 1 2 1 1 1 0.02 0.06 0.02 0.06 0.06 0.03 0.04 0.03 0.03 0.02 3.01
21
Strategies in Action
Intensive Strategy
Market Penetration Through advertisement campaigns, bank is striving to penetrate in the market. Market Development The Bank is operating 11 Islamic banking branches in Pakistan. Product Development Bank is continuously involved in new product development. Some are as follows
MoneyGram Young saver Account Senior Citizen Account Foreign Currency Saver
Integrative Strategy
Backward Integration: Forward Integration: Horizontal Integration:
Bank is not involved in horizontal integration. Bank is not involved in horizontal integration. Bank is not involved in horizontal integration.
Diversified Strategy
Related Diversification The Bank has 66.67% shares holding of AL Habib Capital Markets (Pvt.) Ltd. The bank has 30% shares holding of Habib Asset Management Limited.
Un-related Diversification The Bank has 6.24% shares holding of HabibSugar Mills.
22

Defensive Strategy
Currently bank is not involved in any defensive strategy.
23
Matching Stage
BCG Matrix
PLS MONTHLY PROFIT PLAN AL HABIB GROWTH CERTIFICATE AL HABIB BACHAT CERTIFICATE
24

IE Matrix
IFEScore
4.0 3.01 3.0 2.0 1.0
II
III
3.0 2.93
EFEScore
IV
VI
2.0
VII
1.0
VIII
IX
Suggestion IFE SCORE EFE Score
= 3.01 = 2.93
Bank AL-Habib EFE & IFE Matrix score lies under Iso bank is suggested to Grow & Build.
25

Grand Matrix
RAPID MARKET GROWTH Alternative Strategies:

WEAK COMPETITIVE POSITION
Market development Market penetration Product development Forward integration Backward integration Horizontal integration Conglomerate diversification
STRONG COMPETITIVE
Read more: http://wiki.answers.com/Q/How_do _you_build_grand_strategy_matrix#i xzz1reGHknQE
POSITION
SLOW MARKET GROWTH
26
Decision Stage
QSPM
S. No CRITICAL SUCCESS FACTORS WEIGHT UNRELATED DEVIRSIFICATION AS TAS OPPORTUNITIES PRODUCT DEVELOPMENT AS TAS HORIZONTAL INTEGRATION AS TAS
1 2
Promote housing finance schemes To attract low cost deposits, particularly from individuals & retail customers. To target trade finance. More development & enhancement in current IT infrastructure to improve operational activities & customer satisfaction. Involvement in Islamic Banking. To enter in agricultural sector. Being an agricultural country it is a large segment in Pakistan but still un-served by the Pakistani Banks. SME sectors also an attractive opportunity for Bank. (Current advances ratio is only 5%). Consumer banking has a huge potential for bank. (Current advances ratio is only 2%). Micro Finance Banking opportunities for Bank. is also and
0.04 0.04
1 3
0.04 0.12
0 3
0 0.12
0 4
0 0.16
3 4
0.03 0.02
2 4
0.06 0.08
0 3
0 0.06
0 4
0 0.08
5 6
0.04 0.03
2 3
0.08 0.09
0 0
0 0
4 0
0.16 0
0.02
0.04
0.06
0.04
0.08
0.16
0.04
0.04
10 11 12
Involvement in Banassurance Products. More presence in International market. Mobile Banking services for facilitating & getting the customer satisfaction. Bank - Al Habib has an opportunity to merge with some other bank to increase the number of its branches in Pakistan.
0.02 0.02 0.01
2 4 1
0.04 0.08 0.01
0 3 1
0 0.06 0.01
0 4 0
0 0.08 0
13
0.06
0.24
27

14 Attractive salary packages & compensation should be awarded for motivation of current employees & to attract good resource from market. Marketing department should be more aggressive in order to fetch market share. Current market share is around 4.5% (2009: 4.2%) of the total banking sector assets. To target commodity finance market. To target foreign trade market. There is a lot of cushion available for Bank AlHabib in terms of expanding its network of branches. 0.02 3 0.06 1 0.02 4 0.08
15
0.03
0.12
0.12
16 17 18
0.03 0.04 0.04
0 0 2
0 0 0.08
0 0 0
0 0 0
0 0 3
0 0 0.12
THREATS 1 2 3 4 5 6
Non aggressive marketing approach.
0.04 0.04 0.03 0.03 0.03 0.04
4 0 1 2 4 1
0.16 0 0.03 0.06 0.12 0.04
4 1 0 2 4 3
0.16 0.04 0 0.06 0.12 0.12
4 4 3 3 3 3
0.16 0.16 0.09 0.09 0.09 0.12
Rapid growth of Islamic Banking in Pakistan.

Anti-money laundering laws effects asset base of BAHL
Nonperforming loans (NPL) Economic situation effect the asset base of BAHL. Day by day competition is increasing not only of the expansion of the banks but also due to the launching of the new bank in the market. Circumstances of Pakistan are a great threat. More and more banks are launching their operations in Pakistan which is increasing competition for the Bank AL Habib The conventional banks those having high growth rate and high market share are always being a threat. Large business parties have fewer attractions in being a client of BAL-IBD, mainly because of excessive amount of documentation. A relatively high exposure to textile sector (45%) is mitigated to a certain extent due to diversification within sector
7 8
0.04 0.05
4 2
0.16 0.1
3 4
0.12 0.2
3 3
0.12 0.15
0.04
0.12
0.08
0.12
10
0.05
0.05
0.1
11
0.04
0.04
28

STRENGTH
1 2
Enjoy the association with Habib Family. PACRA has maintained the long-term and short-term entity ratings of Bank AL Habib Limited at AA+ (Double A plus) and A1+ (A One plus) respectively. Standing on an asset base of Rs347 billion as of September 30, 2011 Bank AL Habib Ltd (BAHL) is the eighth largest commercial bank in the country. Secure and easy access to Large numbers of ATMs network of bank Al Habib. A wide network of 353 branches of Bank Al Habib Young savers account of the bank Al Habib is good source of business for bank Al Habib. Variety of financial products and services. Less risk in their banking system because the conservative approach. Strong and secure online web based banking system. Involve in CSR activities, corporate philanthropy amounting to Rs. 24.7 million by way of donations during the year of 2011 for social and educational development and welfare of under-privileged people. Follow the prudent controlling Standards. Largest 'Saving Account Category' as compare to other banks. Bank Al-Habib provides "online as well as physical training" for its employees all over world. Decent way of dealing with the customers. No too much threat of the political environment. Sufficient liquidity position. Current ratio is above 20% of the total deposits.
0.03 0.05
4 0
0.12 0
2 3
0.06 0.15
4 4
0.12 0.2
0.04
0.16
0.16
0.16
4 5 6 7 8 9 10
0.03 0.05 0.03 0.03 0.04 0.03 0.04
0 3 0 0 0 0 1
0 0.15 0 0 0 0 0.04
0 0 0 0 1 1 1
0 0 0 0 0.04 0.03 0.04
1 2 0 0 2 1 0
0.03 0.1 0 0 0.08 0.03 0
11 12 13
0.04 0.05 0.03
0 0 2
0 0 0.06
1 0 4
0.04 0 0.12
2 3 1
0.08 0.15 0.03
14 15 16 17
0.02 0.03 0.03 0.03
0 4 0 0
0 0.12 0 0
0 4 0 0
0 0.12 0 0
1 2 1 3
0.02 0.06 0.03 0.09
29

18 The paid-up capital requirement as of31 December 2011 is Rs. 8 billion. The Bank's paidup capital as of 31 December 2011 is Rs. 8.786billion Rapidly expansion of branches in the different cities of Pakistan. Implement BASEL II Frame work for capital adequacy. Total regulatory capital should be at least 10 % of risk-weighted assets and the Bank's capital adequacy ratio is 16.69% (2010: 12.82%). 0.05
0 0 0 0 4 0.2
19 20
0.04 0.05
2 0
0.08 0
2 0
0.08 0
2 3
0.08 0.15
WEAKNESSES
1 2
Bank Al Habibs business approach is not aggressive. Do not believe on the philosophy of Equal opportunity employer. Hiring on female staff is discouraged. Absence of corporate culture. They are not high risk taker In business activities. Absence of good HR practices. Less involvement in 'Consumer Banking'. Not Easy application is for applying for a credit card. Too much poor Self marketing Department. Low incentives like bonuses overtime pay etc. No Aggressive marketing for the promotion of their products.
Sum Total Attractiveness Score
0.02 0.03
4 3
0.08 0.09
4 3
0.08 0.09
4 4
0.08 0.12
3 4 5 6 7 8 9 10
0.02 0.03 0.03 0.03 0.02 0.03 0.03 0.02

1.00
2 3 3 0 0 4 1 3
0.04 0.09 0.09 0 0 0.12 0.03 0.06 1.33
2 3 3 3 0 4 1 4
0.04 0.09 0.09 0.09 0 0.12 0.03 0.08 1.55
3 3 3 1 1 3 1 3
0.06 0.09 0.09 0.03 0.02 0.09 0.03 0.06 2.28
30
Strategy Implementation
Annual Objective
Determine Business Plan Drivers Determine Acquisition Financing Constraints Develop Acquisition Candidate List Build Preliminary Valuation Models Rate/Rank Acquisition Candidates Review & Approve Acquisition Strategy
Policies
The first and foremost thing is to determine business plan drivers. It is very important to convert business strategies to set of drivers or a source of motivation to help the merger succeed in all possible ways. There should be a strong understanding of the intended business market, market share, and the technological requirements and geographic location of the business. The company should also understand and evaluate all the risks involved and the relative impact on the business.
Then there is an important need to assess the market by deciding the growth factors through future market opportunities, recent trends, and customer's feedback. The integration process should be taken in line with consent of the management from both the companies venturing into the merger. Restructuring plans and future parameters should be decided with exchange of information and knowledge from both ends. This involves considering the work culture, employee selection, and the working environment as well.
At the end, ensure that all those involved in the merger including management of the merger companies, stakeholders, board members, and investors agree on the defined strategies. Once approved, the merger can be taken forward to finalizing a deal.
Bank Al Habib Limited | Strategy Implementation
31
Strategy Evaluation
Set Standards
Reviewing internal and external factors that are the bases for current strategy. Measuring performance. Taking corrective actions.
Bank Al Habib Limited | Strategy Implementation
32
Conclusion
After conducting the comparative study of Bank Al Habib Limited, and analyzing three strategies, we concluded that horizontal integration is the most favorable strategy for Bank Al Habib. For this purpose it is important to understand the organizations capabilities and resources available to plan according to the requirement.
Bank Al Habib Limited | Conclusion
33

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2012

Case Study of Bank Al Habib Limited.

Case Study of Bank Al Habib Limited. 2012

Bank Al Habib Limited |

Case Study of Bank Al Habib Limited. 2012

Bank Al Habib Limited |

Case Study of Bank Al Habib Limited. 2012

Bank Al Habib Limited | Executive Summary

Case Study of Bank Al Habib Limited. 2012

Bank Al Habib Limited | Letter of Acknowledgement

Case Study of Bank Al Habib Limited. 2012

1841 1920 1941 1942 1947 1967 1974 1982 1991

Habib Family's Business Units

Bank Al Habib Limited | Introduction

Case Study of Bank Al Habib Limited. 2012

INSURANCE; Habib Insurance Co. Green shield Insurance Brokers OTHER;

Habib Sugar Mills HSM Textile HabibMotorcycles Ltd.

(Pakistan) (Pakistan) (Pakistan)

Introduction of Bank Al Habib Limited

Bank Al Habib Limited | Introduction

Case Study of Bank Al Habib Limited. 2012

Bank AL Habib Limited Profile

Founded Principal Office Industry

Revenue Employees Website

Bank Al Habib Limited | Capsule Information

Case Study of Bank Al Habib Limited. 2012

Total no. of branches:

Bank Al Habib Limited | Capsule Information

Case Study of Bank Al Habib Limited. 2012

Bank Al Habib Limited | Capsule Information

Case Study of Bank Al Habib Limited. 2012

maintaining the highest standards in banking practices.

Bank Al Habib Limited | Strategy Formulation

Case Study of Bank Al Habib Limited. 2012

Bank Al Habib Limited | Strategy Formulation

Case Study of Bank Al Habib Limited. 2012

Proposed Mission Statement

Bank Al Habib Limited | Strategy Formulation

Case Study of Bank Al Habib Limited. 2012

Bank Al Habib Limited | Strategy Formulation

Case Study of Bank Al Habib Limited. 2012

Bank Al Habib Limited | Strategy Formulation

Case Study of Bank Al Habib Limited. 2012

Successful Key Factors (S.K.F)

0.03 0.04 0.04 0.04

0.09 0.16 0.16 0.16

Rapid growth of Islamic Banking in Pakistan.

Bank Al Habib Limited | Strategy Formulation

Case Study of Bank Al Habib Limited. 2012

0.03 0.03 0.03 0.04 0.04 0.05 0.04 0.05 0.05

0.06 0.03 0.03 0.08 0.08 0.1 0.08 0.1 0.1

Bank AL HABIB Competitor Performance Matrix (CPM) Matrix

Critical Success Factors

Bank Al Habib Limited | Strategy Formulation

Case Study of Bank Al Habib Limited. 2012

Internal Audit Management Audit

Bank Al Habib Limited | Strategy Formulation

Case Study of Bank Al Habib Limited. 2012

Bank Al Habib Limited | Strategy Formulation

Case Study of Bank Al Habib Limited. 2012

Bank Al Habib Limited | Strategy Formulation

Case Study of Bank Al Habib Limited. 2012

Bank AL-Habib Internal Factors Evaluation (IFE) Matrix

0.03 0.05 0.03 0.03 0.04 0.03 0.04