This document discusses Affinity Federal Credit Union's business model and competitive strategies. It outlines Affinity's market, operational, financial, and competitive models. It then discusses Affinity's relationships with members, channels, suppliers, partners, and competitors. The document analyzes competitive forces and challenges, and identifies Affinity's competitive strategies and sustainable advantages. Finally, it proposes ways for Affinity to evolve its business model, such as enhancing services, expanding into new markets, extending product offerings, or exiting certain business areas.
Brac sme banking activitis letter of transmittalWINNERbd.it
This internship report summarizes the Small and Medium Enterprise (SME) banking activities of BRAC Bank Limited. It discusses BRAC Bank's SME division and loan products, including eligibility criteria. The report also analyzes SME loan repayment behavior based on borrower characteristics like age, education, loan amount. Additionally, it provides a comparative analysis of SME loan schemes across six major banks in Bangladesh and identifies strengths, weaknesses, opportunities and threats for BRAC Bank's SME division.
An Evaluation of SME Loan Distribution of IDLC Finance Ltd. in Bangladesh Part-1Naim Mahmud
This document is an internship report submitted by Moh. Naim Mahmud to their lecturer M.M. Baset Oli Mishkat at East West University. The report evaluates the SME loan distribution of IDLC Finance Ltd. in Bangladesh. It includes an introduction, literature review, analysis of SME loan distribution in 2014, 2013 and 2012, comparisons between years, lessons learned from the internship, and conclusions. Tables and figures present data on loan disbursements and exposures by customer segment and industry sector for each year. The analysis found annual fluctuations in loan distributions across segments and sectors. Overall, the report assesses IDLC's SME lending activities as required for Moh. Naim Mahmud's intern
Term report on management functions of allied bankAmbreen Zulfiqar
Allied Bank is one of Pakistan's largest commercial banks with over 900 branches. The organizational structure consists of a board of directors that oversees the CEO and various manager levels. Upper-level managers like the CEO develop the vision, while mid-level managers oversee operations and first-level managers handle day-to-day activities. Employees receive training and their roles are assigned based on skills. The bank uses flexible schedules and rewards to reduce stress and motivate workers. Potential political issues are managed by separate departments, and communication problems are addressed through training. Audits and cameras ensure functions are performed properly.
The document provides an overview of a research report on the frequent employee turnover in the sales department of Union Assurance PLC, an insurance company in Sri Lanka. The objectives of the research are to identify the causes and effects of turnover and provide solutions to minimize it within a year. The report begins with background on Sri Lanka's insurance industry and the history and operations of Union Assurance. It then discusses reasons for turnover, its effects, and tips to reduce it based on interviews with former employees, current staff, and management. Theoretical frameworks on employee motivation and value are also presented to analyze the problem of turnover within Union Assurance's sales department.
Developing an inclusive policy on Microinsurance Regulation: The Kasagana-ka ...ICMIF Microinsurance
This presentation was delivered by Ms Maria Anna Ignacio (Executive Director at KDCI/ KMBA, The Philippines) at the ICMIF-AOA Development Network Seminar (18-20 September 2013; Manila, The Philippines)
Practices of Corporate Governance in Commercial Banks of Bangladesh A Study...Ariful Saimon
Premier University
INTERNSHIP REPORT
ON
Practices of Corporate Governance in Commercial Banks of Bangladesh
A Study on Pubali Bank Ltd
PREPARED FOR
Mr.Rajib Datta
Assistant Professor
Department Of Finance
Faculty of Business Administration
Premier University
Chittagong
PREPARED BY
MD.Ariful Islam Saimon Chowdhury
ID. No: 150-22080-2146
Section: A
Batch: 22nd
Session: January 2016
Major: Finance
MBA Program
Premier University, Chittagong
Date of Submission: 11.05.2017
The document discusses the financial sector in India and Bajaj Finserv Lending. It notes that the Indian financial sector is large and growing rapidly. Bajaj Finserv Lending is one of the largest and most diversified non-banking financial companies in India, offering over 24 financial products across 12 categories including loans for vehicles, durables, businesses, and life insurance. It provides a brief history of Bajaj Finserv starting in 1987 and highlights its expansion into new financial products and services over time.
Brac sme banking activitis letter of transmittalWINNERbd.it
This internship report summarizes the Small and Medium Enterprise (SME) banking activities of BRAC Bank Limited. It discusses BRAC Bank's SME division and loan products, including eligibility criteria. The report also analyzes SME loan repayment behavior based on borrower characteristics like age, education, loan amount. Additionally, it provides a comparative analysis of SME loan schemes across six major banks in Bangladesh and identifies strengths, weaknesses, opportunities and threats for BRAC Bank's SME division.
An Evaluation of SME Loan Distribution of IDLC Finance Ltd. in Bangladesh Part-1Naim Mahmud
This document is an internship report submitted by Moh. Naim Mahmud to their lecturer M.M. Baset Oli Mishkat at East West University. The report evaluates the SME loan distribution of IDLC Finance Ltd. in Bangladesh. It includes an introduction, literature review, analysis of SME loan distribution in 2014, 2013 and 2012, comparisons between years, lessons learned from the internship, and conclusions. Tables and figures present data on loan disbursements and exposures by customer segment and industry sector for each year. The analysis found annual fluctuations in loan distributions across segments and sectors. Overall, the report assesses IDLC's SME lending activities as required for Moh. Naim Mahmud's intern
Term report on management functions of allied bankAmbreen Zulfiqar
Allied Bank is one of Pakistan's largest commercial banks with over 900 branches. The organizational structure consists of a board of directors that oversees the CEO and various manager levels. Upper-level managers like the CEO develop the vision, while mid-level managers oversee operations and first-level managers handle day-to-day activities. Employees receive training and their roles are assigned based on skills. The bank uses flexible schedules and rewards to reduce stress and motivate workers. Potential political issues are managed by separate departments, and communication problems are addressed through training. Audits and cameras ensure functions are performed properly.
The document provides an overview of a research report on the frequent employee turnover in the sales department of Union Assurance PLC, an insurance company in Sri Lanka. The objectives of the research are to identify the causes and effects of turnover and provide solutions to minimize it within a year. The report begins with background on Sri Lanka's insurance industry and the history and operations of Union Assurance. It then discusses reasons for turnover, its effects, and tips to reduce it based on interviews with former employees, current staff, and management. Theoretical frameworks on employee motivation and value are also presented to analyze the problem of turnover within Union Assurance's sales department.
Developing an inclusive policy on Microinsurance Regulation: The Kasagana-ka ...ICMIF Microinsurance
This presentation was delivered by Ms Maria Anna Ignacio (Executive Director at KDCI/ KMBA, The Philippines) at the ICMIF-AOA Development Network Seminar (18-20 September 2013; Manila, The Philippines)
Practices of Corporate Governance in Commercial Banks of Bangladesh A Study...Ariful Saimon
Premier University
INTERNSHIP REPORT
ON
Practices of Corporate Governance in Commercial Banks of Bangladesh
A Study on Pubali Bank Ltd
PREPARED FOR
Mr.Rajib Datta
Assistant Professor
Department Of Finance
Faculty of Business Administration
Premier University
Chittagong
PREPARED BY
MD.Ariful Islam Saimon Chowdhury
ID. No: 150-22080-2146
Section: A
Batch: 22nd
Session: January 2016
Major: Finance
MBA Program
Premier University, Chittagong
Date of Submission: 11.05.2017
The document discusses the financial sector in India and Bajaj Finserv Lending. It notes that the Indian financial sector is large and growing rapidly. Bajaj Finserv Lending is one of the largest and most diversified non-banking financial companies in India, offering over 24 financial products across 12 categories including loans for vehicles, durables, businesses, and life insurance. It provides a brief history of Bajaj Finserv starting in 1987 and highlights its expansion into new financial products and services over time.
The document provides an overview of Dhaka Bank Limited, a private commercial bank in Bangladesh established in 1995. It discusses the bank's strategy, achievements, and operations over the past year. Some key points include:
- The bank has 87 branches, 3 SME centers, and 1 offshore banking unit with total assets of BDT 176 billion as of 2015.
- Deposits reached BDT 139 billion and loans & advances were BDT 118 billion in 2015, with customer accounts totaling 439,544.
- The bank focuses on customer centricity and diversifies its business across corporate, SME, agriculture, and consumer banking as well as Islamic banking.
- The bank emphasizes financial inclusion,
The document discusses the products and services offered by Development Credit Bank Ltd. to its customers in India. It provides an overview of the various account services, savings services, credit facilities, endowment facilities, and other services such as EFT, phone/email banking, debit cards, money transmittal, and cash chests. It also discusses the bank's branches across various Indian states and union territories, as well as its history originating from cooperative bank mergers in the 1930s and its transformation into a scheduled commercial bank in 1995.
Marketing strategy an indian bank perspectivepatelpraveen
HDFC Bank has a segmentation, targeting, and positioning strategy to serve diverse Indian customers. It segments customers based on demographic and psychographic variables and targets multiple segments through differentiated products. However, it misses some important segments like students. The marketing mix does not fully align with the bank's positioning of understanding customers. The bank also engages in branding, customer relationship management, and reputation management. It identifies, interacts with, and customizes products for premium customers but could improve how it serves rural segments and handles complaints. An updated strategy is proposed to address these issues.
Analysing the Effectiveness of a Local Authority against Standards of Good Pr...Carl Page
To complete this task I needed to write a reflective account of my work placement experience. I had made notes, observations and documentation from my work place (e.g. H & S guidance, job descriptions, shift work strategy, management systems, hierarchy of qualifications and required experience(s) etc.) which will provide the starting point for these reflections. The frameworks allowed me to reflect and include legal and statutory frameworks, resourcing, human relations, client experience and business models. The reflective account therefore brings together theory and practice in the work place and provides an opportunity to analyse the effectiveness of the work environment in which gained experience. The conclusions identified the key issues of employability (such as required skills and personal qualities) which were drawn from my work place experience.
The Report is based on the analysis of Foreign Exchange Operations AT DCB Bank. It involves the complete transaction process of Inward and Outward Remittance. The Documentation required for this purpose. These transactions are mainly involved for the individuals who are in the Export and Import Business.
This document provides information on the performance management systems of HDB Financial Services and Mahindra & Mahindra Financial Services. It begins with an introduction to the two NBFC organizations and outlines their product portfolios. It then describes the goal setting process, which involves communicating KRAs, setting targets, mid-term reviews and final performance appraisals. Various assessment tools used are also summarized, including self-appraisals, 180-degree feedback and forced distribution. The document concludes that understanding these NBFCs' PMS procedures provides insight into effectively executing performance management systems.
Loan management of Search Credit and Savings Cooperative LtdMd Ikbal Hussain
This internship report submitted by Md. Ikbal Hussain summarizes his 3 month internship at Tepantor Savings & Credit Cooperative Ltd where he studied their loan management processes. The report includes an introduction to cooperatives and their principles, an overview of Tepantor's operations and organizational structure, descriptions of their investment and credit programs, an analysis of Tepantor's strengths, weaknesses, opportunities and threats, and a discussion of their social responsibility initiatives. The objectives were to fulfill his BBA requirements, study Tepantor's loan management, gain comprehensive knowledge of their functions, and identify factors contributing to their branch's success.
BRAC Bank Limited started its journey in 2001 with a vision to be the market leader in providing banking services to promote broad-based participation in the Bangladesh economy. It focuses on serving small and medium enterprises through its SME division. BRAC Bank operates through 69 branches and has major shareholders including BRAC, International Finance Corporation, and Shore Cap International. The bank aims to provide financing to currently underserved enterprises across rural and urban Bangladesh. It offers various banking products and services to both corporate and individual customers through its corporate banking, retail banking, SME, and treasury divisions.
DCB Bank is a private sector bank in India with over 140 branches across 17 states. In the past year, the bank has seen growth in profits and a decrease in gross NPAs. The bank targets self-employed customers including small businesses and MSMEs, sectors that are important to the Indian economy. The bank is expanding its branch network rapidly and is well positioned to benefit from economic growth and government support for small businesses.
Bandhan Microfinance is one of the largest microfinance institutions in India that provides financial services like loans, insurance, and other services to low-income individuals. It started in 1995 and has expanded to over 2,000 branches across 22 states. While Bandhan has been very successful as an NBFC-MFI, transforming into a bank could allow it to better serve its customer base of over 5 million and help achieve its mission. However, becoming a bank would also present challenges around increased regulatory compliance, developing new banking capabilities and systems, and higher costs of operations. With proper strategic planning around expanding services, training employees, and leveraging its existing brand and customer base, Bandhan appears ready and well-positioned to successfully
Taqwa credit cooperative society ltd inrernship projectSyed Ibrahim SM
A detail organizational study conducted on Taqwa Credit Cooperative Society Ltd Bhatkal branch it's a first-ever Islamic credit cooperative society opened in Bhatkal to provide financial aid to sociey
Practices of Corporate Governance in the Banking Sector of Bangladeshijmvsc
Corporate governance became an area of huge interes
t after the collapse of few giant firms, like Enron
Corporation, MCI Inc. etc. Banking sector portraits
the whole economy of a country. Bangladesh Bank, t
he
central bank of Bangladesh, provides guidelines for
the banking sector and all commercial banks have t
o
follow those guidelines in order to operate their b
usiness in Bangladesh. If financial sector collapse
s, the
whole economy will also collapse. Hallmark Group ma
de a BDT 4000 crore scam. Six commercial banks
were involved with BDT 200 crore loan scam of Bismi
llah Group. Basic Bank scam of BDT 4,500 crore
loan approval without proper documentation and scru
tiny has brought the issue to the fore again. Such
fraudulent activities indicate lack of corporate go
vernance practices in the banks. So, this study was
initiated to critically observe the current Corpora
te Governance status and practices in the banking s
ector
of Bangladesh. The study was descriptive in nature.
Convenient sampling method was used to select the
sample banks for the study. The study found that to
p management influence as well as political pressur
e
exists in banking sector which affect the lending d
ecisions. Corrupted bankers and dishonest officials
of
Bangladesh Bank were found associated with several
scams. Proper documentation is mandatory but
sometimes banks show flexibility in this regards an
d provide extra benefits to the clients. Selection
of
wrong borrower, unhealthy competition among the ban
ks, fund diversion, inefficient auditing and
insufficient collateral cause major harm to the ban
ks. Sometimes banks do not follow the rules and
guidelines provided by Bangladesh Bank properly whi
ch were actually designed to protect themselves and
operate business smoothly
The document discusses the introduction of the Goods and Services Tax (GST) in India. It provides background on GST and explains that it will replace many existing taxes, simplify taxation, and lower costs. This will benefit businesses and consumers. While GST implementation may cause some short-term disruptions, it is expected to boost the economy and tax revenues over the long run. Key challenges include integrating tax systems across states and ensuring a smooth transition.
Credit Guarantee Scheme for SME: An assessmentBrowne & Mohan
Government of India set up a collateral free credit scheme for Small and medium business termed CGSTME. This paper evaluates the financial and economic additionality of the scheme in terms of availability of funds, and business impact
Bandhan has achieved scale since its inception by primarily lending to women in groups of 10-20 members and having those groups act as a control mechanism to ensure repayment. It has followed a customer-centric approach and maintained a simple model. Bandhan should transform into a bank to leverage its experience in maintaining customer relationships and providing value-added services across the financial product value chain. However, transforming will be challenging as it will need to comply with regulatory requirements like priority sector lending and maintaining statutory reserve ratios. It will also be challenging to convert its field staff focused on microcredit to perform banking activities and integrate existing staff with new hires. Bandhan can overcome these challenges with improved training, outsourcing some functions, hiring fresh recruits
Manas Shukla is a finance and accounts professional with over 7 years of experience heading accounting functions and ensuring statutory compliances for several public limited companies. He has worked in roles of increasing responsibility, currently serving as a Senior Accountant at Artificial Limbs Manufacturing Corporation of India. Prior to this, he was Manager of Accounts and Taxation at Skung Tradelink Limited and began his career as an audit assistant at J.N. Sharma & Co. Chartered Accountants. He has in-depth knowledge of direct and indirect tax laws along with corporate laws and is adept at handling pressure and leading teams to meet objectives and deadlines.
Bandhan Bank was incorporated in 2014 as a wholly owned subsidiary of Bandhan Financial Holdings. It is headquartered in Kolkata and was the first bank set up in eastern India after independence. The bank started with a capital base of over Rs. 2,500 crore and seeks to offer banking products and services to both urban and rural customers across India, with a special focus on eastern and northeastern regions. Its target customers include urban, semi-urban, and rural populations, mainly focusing on women.
Internship report on BRAC bank sme financingWINNERbd.it
This document provides an overview of BRAC Bank's SME Banking Division. It discusses how BRAC Bank aims to serve small and medium entrepreneurs who were previously ignored by larger commercial banks. BRAC Bank has established a large network across Bangladesh to provide SME loans, with over 400 unit offices, 67 zonal offices, and over 1,800 customer relationship officers. The SME division has served over 320,000 entrepreneurs so far, disbursing over 144 billion taka in loans to small and medium businesses.
This document discusses how IT can provide competitive advantages if managed properly and with a focus on cost. It argues that while core IT functions are now commodities, value can be added through innovative uses of technologies like mobile, analytics, and cloud computing. The window to gain advantages from IT is brief, so businesses must continually reengineer their IT processes to facilitate new opportunities in areas like the mobile web revolution and utility-supplied cloud computing.
This document provides an overview of data communications and computer networks. It discusses key topics such as the difference between data communications and telecommunications, trends toward pervasive networking and integration of different communication types. It also covers implications for network management, such as how networks change business operations and the need for standards. The document then discusses different layers of the OSI model and their responsibilities. It provides examples of network standards bodies and implications for managing projects with different uncertainty levels. Finally, it summarizes several chapters that cover physical layer transmission methods, data link layer protocols, local area networks, and the network and transport layers of the OSI model.
This document is a table of contents for a PMP Study Guide that outlines the key project management processes of integration, scope, time, cost, quality, human resource, communications, risk management, and procurement. It lists each process and the page numbers where information about each process can be found in the study guide.
This document provides an overview of information systems and the system development process. It defines key terms related to information systems and outlines the roles and responsibilities of various stakeholders in the system development lifecycle. The document also describes different types of information systems and common methodologies for analyzing, designing, and developing systems, such as FAST and CMM frameworks.
The document provides an overview of Dhaka Bank Limited, a private commercial bank in Bangladesh established in 1995. It discusses the bank's strategy, achievements, and operations over the past year. Some key points include:
- The bank has 87 branches, 3 SME centers, and 1 offshore banking unit with total assets of BDT 176 billion as of 2015.
- Deposits reached BDT 139 billion and loans & advances were BDT 118 billion in 2015, with customer accounts totaling 439,544.
- The bank focuses on customer centricity and diversifies its business across corporate, SME, agriculture, and consumer banking as well as Islamic banking.
- The bank emphasizes financial inclusion,
The document discusses the products and services offered by Development Credit Bank Ltd. to its customers in India. It provides an overview of the various account services, savings services, credit facilities, endowment facilities, and other services such as EFT, phone/email banking, debit cards, money transmittal, and cash chests. It also discusses the bank's branches across various Indian states and union territories, as well as its history originating from cooperative bank mergers in the 1930s and its transformation into a scheduled commercial bank in 1995.
Marketing strategy an indian bank perspectivepatelpraveen
HDFC Bank has a segmentation, targeting, and positioning strategy to serve diverse Indian customers. It segments customers based on demographic and psychographic variables and targets multiple segments through differentiated products. However, it misses some important segments like students. The marketing mix does not fully align with the bank's positioning of understanding customers. The bank also engages in branding, customer relationship management, and reputation management. It identifies, interacts with, and customizes products for premium customers but could improve how it serves rural segments and handles complaints. An updated strategy is proposed to address these issues.
Analysing the Effectiveness of a Local Authority against Standards of Good Pr...Carl Page
To complete this task I needed to write a reflective account of my work placement experience. I had made notes, observations and documentation from my work place (e.g. H & S guidance, job descriptions, shift work strategy, management systems, hierarchy of qualifications and required experience(s) etc.) which will provide the starting point for these reflections. The frameworks allowed me to reflect and include legal and statutory frameworks, resourcing, human relations, client experience and business models. The reflective account therefore brings together theory and practice in the work place and provides an opportunity to analyse the effectiveness of the work environment in which gained experience. The conclusions identified the key issues of employability (such as required skills and personal qualities) which were drawn from my work place experience.
The Report is based on the analysis of Foreign Exchange Operations AT DCB Bank. It involves the complete transaction process of Inward and Outward Remittance. The Documentation required for this purpose. These transactions are mainly involved for the individuals who are in the Export and Import Business.
This document provides information on the performance management systems of HDB Financial Services and Mahindra & Mahindra Financial Services. It begins with an introduction to the two NBFC organizations and outlines their product portfolios. It then describes the goal setting process, which involves communicating KRAs, setting targets, mid-term reviews and final performance appraisals. Various assessment tools used are also summarized, including self-appraisals, 180-degree feedback and forced distribution. The document concludes that understanding these NBFCs' PMS procedures provides insight into effectively executing performance management systems.
Loan management of Search Credit and Savings Cooperative LtdMd Ikbal Hussain
This internship report submitted by Md. Ikbal Hussain summarizes his 3 month internship at Tepantor Savings & Credit Cooperative Ltd where he studied their loan management processes. The report includes an introduction to cooperatives and their principles, an overview of Tepantor's operations and organizational structure, descriptions of their investment and credit programs, an analysis of Tepantor's strengths, weaknesses, opportunities and threats, and a discussion of their social responsibility initiatives. The objectives were to fulfill his BBA requirements, study Tepantor's loan management, gain comprehensive knowledge of their functions, and identify factors contributing to their branch's success.
BRAC Bank Limited started its journey in 2001 with a vision to be the market leader in providing banking services to promote broad-based participation in the Bangladesh economy. It focuses on serving small and medium enterprises through its SME division. BRAC Bank operates through 69 branches and has major shareholders including BRAC, International Finance Corporation, and Shore Cap International. The bank aims to provide financing to currently underserved enterprises across rural and urban Bangladesh. It offers various banking products and services to both corporate and individual customers through its corporate banking, retail banking, SME, and treasury divisions.
DCB Bank is a private sector bank in India with over 140 branches across 17 states. In the past year, the bank has seen growth in profits and a decrease in gross NPAs. The bank targets self-employed customers including small businesses and MSMEs, sectors that are important to the Indian economy. The bank is expanding its branch network rapidly and is well positioned to benefit from economic growth and government support for small businesses.
Bandhan Microfinance is one of the largest microfinance institutions in India that provides financial services like loans, insurance, and other services to low-income individuals. It started in 1995 and has expanded to over 2,000 branches across 22 states. While Bandhan has been very successful as an NBFC-MFI, transforming into a bank could allow it to better serve its customer base of over 5 million and help achieve its mission. However, becoming a bank would also present challenges around increased regulatory compliance, developing new banking capabilities and systems, and higher costs of operations. With proper strategic planning around expanding services, training employees, and leveraging its existing brand and customer base, Bandhan appears ready and well-positioned to successfully
Taqwa credit cooperative society ltd inrernship projectSyed Ibrahim SM
A detail organizational study conducted on Taqwa Credit Cooperative Society Ltd Bhatkal branch it's a first-ever Islamic credit cooperative society opened in Bhatkal to provide financial aid to sociey
Practices of Corporate Governance in the Banking Sector of Bangladeshijmvsc
Corporate governance became an area of huge interes
t after the collapse of few giant firms, like Enron
Corporation, MCI Inc. etc. Banking sector portraits
the whole economy of a country. Bangladesh Bank, t
he
central bank of Bangladesh, provides guidelines for
the banking sector and all commercial banks have t
o
follow those guidelines in order to operate their b
usiness in Bangladesh. If financial sector collapse
s, the
whole economy will also collapse. Hallmark Group ma
de a BDT 4000 crore scam. Six commercial banks
were involved with BDT 200 crore loan scam of Bismi
llah Group. Basic Bank scam of BDT 4,500 crore
loan approval without proper documentation and scru
tiny has brought the issue to the fore again. Such
fraudulent activities indicate lack of corporate go
vernance practices in the banks. So, this study was
initiated to critically observe the current Corpora
te Governance status and practices in the banking s
ector
of Bangladesh. The study was descriptive in nature.
Convenient sampling method was used to select the
sample banks for the study. The study found that to
p management influence as well as political pressur
e
exists in banking sector which affect the lending d
ecisions. Corrupted bankers and dishonest officials
of
Bangladesh Bank were found associated with several
scams. Proper documentation is mandatory but
sometimes banks show flexibility in this regards an
d provide extra benefits to the clients. Selection
of
wrong borrower, unhealthy competition among the ban
ks, fund diversion, inefficient auditing and
insufficient collateral cause major harm to the ban
ks. Sometimes banks do not follow the rules and
guidelines provided by Bangladesh Bank properly whi
ch were actually designed to protect themselves and
operate business smoothly
The document discusses the introduction of the Goods and Services Tax (GST) in India. It provides background on GST and explains that it will replace many existing taxes, simplify taxation, and lower costs. This will benefit businesses and consumers. While GST implementation may cause some short-term disruptions, it is expected to boost the economy and tax revenues over the long run. Key challenges include integrating tax systems across states and ensuring a smooth transition.
Credit Guarantee Scheme for SME: An assessmentBrowne & Mohan
Government of India set up a collateral free credit scheme for Small and medium business termed CGSTME. This paper evaluates the financial and economic additionality of the scheme in terms of availability of funds, and business impact
Bandhan has achieved scale since its inception by primarily lending to women in groups of 10-20 members and having those groups act as a control mechanism to ensure repayment. It has followed a customer-centric approach and maintained a simple model. Bandhan should transform into a bank to leverage its experience in maintaining customer relationships and providing value-added services across the financial product value chain. However, transforming will be challenging as it will need to comply with regulatory requirements like priority sector lending and maintaining statutory reserve ratios. It will also be challenging to convert its field staff focused on microcredit to perform banking activities and integrate existing staff with new hires. Bandhan can overcome these challenges with improved training, outsourcing some functions, hiring fresh recruits
Manas Shukla is a finance and accounts professional with over 7 years of experience heading accounting functions and ensuring statutory compliances for several public limited companies. He has worked in roles of increasing responsibility, currently serving as a Senior Accountant at Artificial Limbs Manufacturing Corporation of India. Prior to this, he was Manager of Accounts and Taxation at Skung Tradelink Limited and began his career as an audit assistant at J.N. Sharma & Co. Chartered Accountants. He has in-depth knowledge of direct and indirect tax laws along with corporate laws and is adept at handling pressure and leading teams to meet objectives and deadlines.
Bandhan Bank was incorporated in 2014 as a wholly owned subsidiary of Bandhan Financial Holdings. It is headquartered in Kolkata and was the first bank set up in eastern India after independence. The bank started with a capital base of over Rs. 2,500 crore and seeks to offer banking products and services to both urban and rural customers across India, with a special focus on eastern and northeastern regions. Its target customers include urban, semi-urban, and rural populations, mainly focusing on women.
Internship report on BRAC bank sme financingWINNERbd.it
This document provides an overview of BRAC Bank's SME Banking Division. It discusses how BRAC Bank aims to serve small and medium entrepreneurs who were previously ignored by larger commercial banks. BRAC Bank has established a large network across Bangladesh to provide SME loans, with over 400 unit offices, 67 zonal offices, and over 1,800 customer relationship officers. The SME division has served over 320,000 entrepreneurs so far, disbursing over 144 billion taka in loans to small and medium businesses.
This document discusses how IT can provide competitive advantages if managed properly and with a focus on cost. It argues that while core IT functions are now commodities, value can be added through innovative uses of technologies like mobile, analytics, and cloud computing. The window to gain advantages from IT is brief, so businesses must continually reengineer their IT processes to facilitate new opportunities in areas like the mobile web revolution and utility-supplied cloud computing.
This document provides an overview of data communications and computer networks. It discusses key topics such as the difference between data communications and telecommunications, trends toward pervasive networking and integration of different communication types. It also covers implications for network management, such as how networks change business operations and the need for standards. The document then discusses different layers of the OSI model and their responsibilities. It provides examples of network standards bodies and implications for managing projects with different uncertainty levels. Finally, it summarizes several chapters that cover physical layer transmission methods, data link layer protocols, local area networks, and the network and transport layers of the OSI model.
This document is a table of contents for a PMP Study Guide that outlines the key project management processes of integration, scope, time, cost, quality, human resource, communications, risk management, and procurement. It lists each process and the page numbers where information about each process can be found in the study guide.
This document provides an overview of information systems and the system development process. It defines key terms related to information systems and outlines the roles and responsibilities of various stakeholders in the system development lifecycle. The document also describes different types of information systems and common methodologies for analyzing, designing, and developing systems, such as FAST and CMM frameworks.
This document provides an overview of database systems and concepts. It covers topics such as the role of databases and database management systems, data models, database design principles, SQL, database performance tuning, distributed databases, and data warehousing. The document is organized into 13 chapters that progress from introductory database topics to more advanced concepts. It includes definitions of key terms, descriptions of different data models and database types, and explanations of the database design process.
The document discusses different types of information systems used in organizations, including transaction processing systems, management information systems, decision support systems, executive support systems, and knowledge work systems. It describes how these systems integrate functions and business processes across departments like finance, human resources, manufacturing, and sales.
The document provides an overview, SWOT analysis, and plan for an advertising campaign for the Center for Entrepreneurship at California State University, Fullerton. The Center's Student Consulting Program helps small businesses but lacks brand awareness and clients. The plan proposes increasing the Center's presence on platforms like LinkedIn, in local publications, and with promotional materials. Creative ads and media placements throughout the year aim to attract new clients and position the Center as a leader in business consulting.
The Advantage at Investors Group Winnipeg Westmignonnorth
The document provides information about the career opportunities and benefits of becoming a financial consultant with Investors Group. It highlights the entrepreneurial environment, industry-leading training, flexibility, mentorship, income potential, and support for community involvement. It also details Investors Group's leadership in the financial services industry in Canada with over $101 billion in assets under management.
Organisation study of productive financial service pvt ltdVarshaYadav67
Organizational Functioning is an important factor for any Organization to achieve the desired goals and Objectives. This requires Co-ordination at all levels to smooth functioning. This report aims to understand the Function of relation to different departments
As a part of two year MBA program at the end of 1st Semester, we had to carry on a project in an organization in order to understand the organization structure and their functions. I did my Organization Study at Productive Financial Services Pvt. Ltd.
It was a great learning experience as it is quite necessary for all the management students. The main purpose of doing the organization study was to study the various departments of the organization and understand their basic functions, their purpose, achievements, competitors and the mission and vision of the company and their progress towards that.
All general information we get in course is all book knowledge, on which we entirely cannot depend. It is very important to observe the actual working of an organization and the overall structure of an organization.
This report analyzes the current financial health of Japan Airlines (JAL) and evaluates options to prevent bankruptcy. The report was commissioned by JAL and sponsored by Japanese state-backed institutions. The aims are to identify the root causes of JAL's financial problems through research, and provide recommendations to eliminate causes and overcome problems. This includes increasing revenue, cutting costs, and improving competitiveness. The recommendations consider JAL's corporate strategy and address operational, resource allocation, and human resource issues. If successfully implemented, the recommendations could restore JAL's profitability and financial stability.
This research re euml xamine of what has been done by other researcher with the object of research on what is different aimed at peaceful and steady to analyze the good vibes this partial as well as simultaneous the amount of its credits micro small and medium enterprises (SMES) and prepare the funds to a third party against operating profit in public credit bank Cirebon district.
The results of the testing of hypotheses first discovered that variable credit small and medium enterprises 0.5456 or by 54,56 % show is influence against operating profit. The results of the testing of hypotheses to two variable third party funds of savings of 0.52134 or by 52,13 % show is influence against operating profit. The results of the testing of hypotheses to three variable third party funds in deposits of 0.5612 or by 56,12 % show is influence against operating profit.
All of the results of the analysis showed in constant of 0.5905 or 59.05%. This credit public bank Cirebon district contribute to the development and growth the small and medium enterprises (SMES) that is in Cirebon district and the rest is the other factors that to affect in out of what researchers do.
Southwest Credit Systems is a national accounts receivable management company founded in 1974. It operates out of one collection center in Carrollton, Texas and aims to open an additional site. It services various industries including telecommunications, financial services, education, government, and utilities. Southwest Credit utilizes a customized collection strategy for each client incorporating scoring, analytics, and skilled collectors. It aims to maximize recoveries while maintaining high quality customer service and regulatory compliance.
Southwest Credit Systems is a national accounts receivable management company founded in 1974. It operates out of one collection center in Carrollton, Texas and aims to open an additional site. It services various industries including telecommunications, financial services, education, government, and utilities. Southwest Credit utilizes a customized collection strategy for each client incorporating scoring, analytics, and skilled collectors. It aims to maximize recoveries while maintaining high standards for regulatory compliance, security, customer service and performance.
The document discusses portfolio analysis as a tool for associations to evaluate their programs and services and allocate resources effectively. It provides a 10-step process for conducting portfolio analysis: 1) Identify lines of business, 2) Group lines of business, 3) Compare to mission, 4) Define products/services, 5) Apply evaluation matrix, 6) Determine product fit, 7) Assess ease, 8) Evaluate alternatives, 9) Competitive position, and 10) Determine best course. Programs are evaluated on factors like fit, ease, competition, and position. They are then mapped on a portfolio matrix to identify the optimal strategy as aggressive growth, divestment, building strength, etc. This helps associations focus resources on
This document discusses the evolution of CPA firms providing wealth management services. It argues that true wealth management involves a holistic and customized approach to clients' entire financial picture, rather than just facilitating access to products. Most CPA firms begin by offering basic access to products but can evolve to a more sophisticated wealth management model by deepening their solutions, client engagement processes, and practice structure over time. The optimal model involves comprehensive client service, an effective organizational structure, and strong financial performance aligned with the firm's goals.
The document provides details about the Enterprise Development Trust Corporation (EDTC), a nonprofit organization that aims to build successful small businesses through training, coaching, consulting, and marketing support. It outlines EDTC's mission, leadership team, goals, objectives, and multi-phase plan to deliver microenterprise development training and services locally and globally in a systematic way through online technology and partnerships. The summary requests funding to support EDTC's collaborative program to strengthen economically distressed communities by building the microenterprise sector.
This document provides an overview of different practice models for accounting firms, including sole practitioners, cost-sharing arrangements, partnerships of equals, and unequal partnerships. It discusses the benefits and drawbacks of each model and considerations for structuring a firm. The document is from IFAC (International Federation of Accountants) and aims to help accountants determine the most suitable structure for their firm based on their needs and those of any partners. It provides tools for evaluating potential partners and items that should be included in partnership agreements.
This document is a group assignment for a Fundamentals of Accounting module. It discusses sources of finance for Dialog Axiata PLC, Sri Lanka's largest telecommunications provider. Dialog uses both internal sources like retained profits from operations and external sources such as loans and share capital. The assignment analyzes how Dialog utilizes different financing methods and their implications. It includes declarations by four students on the originality of their work.
Analysis of customer satisfaction in banking sector of jammu & kashmir bankShami Zama
This document provides information about a summer training report submitted by a student to fulfill the requirements of a Bachelor of Business Administration degree. It includes sections on certification, acknowledgements, an executive summary, table of contents, and the beginning of chapter 1 which provides a profile of Jammu & Kashmir Bank, the organization studied. The profile describes the bank's history, establishment, growth, operations, and services including technology applications and delivery channels like ATMs, internet banking, and SMS banking.
Case studies: Fund raising, Wealth management & Forensic auditFinamoat
This document provides an introduction and overview of Finamoat, a firm that offers professional services related to finance, investments, and compliance for clients. It describes Finamoat's vision of adding value to over 500 clients by 2021 by professionally managing their finances, investments, and ensuring regulatory compliance. The document includes case studies demonstrating Finamoat's work in areas like equity fundraising, wealth management, forensic audits, and business structuring. It also provides brief profiles of the management team and services offered.
The document discusses ethics and ethical dilemmas that can arise in management consulting. It notes that ethics is important in business given past scandals. While professional associations have established ethical guidelines for consultants, specific ethical issues may arise without explicit solutions. Consultants sometimes face perceptions of being unreliable due to changing business environments. The document argues that consultants often work in ambiguous situations, so ethical decisions can be complex.
The Basel Committee on Banking Supervision introduced stricter Basel III regulations after the 2008 financial crisis to strengthen banks' capital requirements and promote a more resilient banking sector. The key changes included higher minimum capital requirements, a capital conservation buffer, a countercyclical capital buffer, strengthened capital treatment for trading book exposures and securitizations, more stringent counterparty credit risk rules, and the introduction of a non-risk-based leverage ratio. The regulations aimed to reduce systemic risk, improve risk management practices, and promote a safer banking system overall.
Investors Group offers consultants an entrepreneurial environment with industry-leading training and support. Consultants have flexibility and independence in running their own business while receiving mentorship. The opportunity provides exceptional income potential and support for community involvement. Investors Group has over 80 years of industry leadership with over $58 billion in assets under administration.
This document discusses the internal environment of a boutique chain called Elegant Outfits located in Saudi Arabia. It identifies five key internal factors: customers, shareholders, competitors, employees, and financial institutions. It also examines how these internal factors affect the management processes of planning, organizing, staffing, communicating, and leading. Finally, it concludes that effective management requires rational assessment, goal-setting, resource allocation, and adaptation to changes in the internal and external environment.
Similar to Business-Models-Competitive-Strategies (20)
1. Business Models & Competitive
Strategies
Revision: 1.1
Author: Christian Reina, CISSP
Date: November 1, 2009
2. Contents
1. Introduction ................................................................................................3
2. Business Model............................................................................................3
2.1 Market Model.............................................................................................3
2.2 Operational Model.................................................................................4
2.3 Financial Model......................................................................................5
2.4 Competitive Model.................................................................................5
3. Relationships ..............................................................................................6
3.1 Members ........................................................................................................6
3.2 Channels......................................................................................................6
3.3 Suppliers....................................................................................................7
3.4 Partners......................................................................................................7
3.5 Competitors...............................................................................................7
4. Competitive Forces and Challenges................................................8
4.1 Supplier Power........................................................................................8
4.2 Barriers to Entry.................................................................................8
4.3 Buyer Power...............................................................................................9
4.4 Threat of Substitutes........................................................................9
4.5 Rivalry ........................................................................................................9
5. Competitive Strategies & Sustainable Competitive
Advantages...............................................................................................................10
6. Business Model Evolution...................................................................11
6.1 Enhance ......................................................................................................11
6.2 Expand ........................................................................................................11
6.3 Extend ........................................................................................................12
6.4 Exit.............................................................................................................12
7. Best IT-Supported Proposal ..............................................................12
8. References...................................................................................................13
Revision History
Name Date Reason For Changes Versio
n
Christian Reina,
CISSP
10/30/2009 Draft version 1.0
Christian Reina,
CISSP
11/01/2009 Final version 1.1
3. 1. Introduction
This assignment details the business model framework
for Affinity Federal Credit Union and this organization’s
competitive strategies in the financial industry. In order
to create a balance for the managerial, technological, and
strategic issues of Information Technology, it is important
to analyze and understand what makes an organization
compete, evolve, and sustain a competitive advantage.
Affinity Federal Credit Union is New Jersey’s largest
credit union. This organization is a full service financial
institution with a primary objective to provide financial
wellness to its members. Affinity Federal Credit Union has
been offering financial services with a member-oriented
focus since 1935. In 1984, the credit union had assets of
$93.7 million and became the 2nd
largest credit union in New
Jersey. In 1998, the legislature passed HR1151 allowing
single sponsor credit unions to expand their service to
companies or organizations with a common bond. Today,
Affinity Federal Credit Union is a $2 billion financial
organization with a forward thinking management mentality
that is always improving internal processes to improve
efficiency, service, security, and growth.
2. Business Model
As a credit union, Affinity Federal Credit Union
implements a business model that creates a balance between
providing a cost effective solution to its members while
understanding the need to increase their capital and
financial stability. This business framework includes four
sub-models that allows for financial strength, growth, and
competitive advantage.
2.1 Market Model
Affinity Federal Credit Union is an organic financial
institution providing financial services to its members in
the state of New Jersey. As a credit union most of the
business is providing services; however, Affinity Federal
Credit Union is a forward thinking organization that has
increased the scope of its financial business model to
include products like purchasing off-lease vehicles, Intuit
financial software, and other business products to name a
few. The organization’s focus is a brand promise to work
as a team as engaging and caring professionals to make
members feel great about the Affinity Experience, while
4. offering the best and easiest to use financial produces and
services to meet their needs.
The financial services industry is very competitive
and considering recent economic turbulence, it has been a
struggle for smaller organizations to remain competitive.
Affinity Federal Credit Union understand these challenges
and has developed a strong market positioning over decades
of exceptional member service that makes the Affinity
Experience the differentiator amongst all other financial
organizations offering the same products and services.
Affinity’s brand promise drives all strategic goals,
operational objectives, and tactical plans in order to
provide a value proposition like no other financial
organization. The members who are considered by Affinity as
the owners of the credit union receive a unique experience
every time they engage with any credit union subject matter
expert. It is our brand promise why members choose Affinity
over any other financial organization.
2.2 Operational Model
Affinity Federal Credit Union is a $2 billion
organization located in Basking Ridge, NJ serving over
130,000 members worldwide. Although the credit union is
based in NJ, it is a member of a share branching network of
credit unions allowing any member to access financial
services at any participating credit union location
increase NJ locations from 19 to over 3,000 nationwide and
a number of countries. This medium sized credit union has a
total of 415 employees working at branch location
throughout the New Jersey. About 50% of the staff works at
branch location and the rest at Affinity Federal Credit
Union’s headquarters in Basking Ridge. The Branch
Operations and Member Development business units are
responsible for the daily operations at the remote
locations to ensure member satisfaction while keeping an
eye on the bottom line remains a business priority.
Another operational initiative at the credit union is
to provide adequate training and a development action plan
for every employee. Affinity Federal Credit Union values
its staff and understands its responsibility to provide
educational, professional, and career opportunities. The
Affinity Learning Institute provides onsite career
development, training, and seminars for all employees
5. including 3rd
party relationships with state colleges and
other educational institutions.
2.3 Financial Model
Affinity Federal Credit Union has experienced a rapid
positive organic growth since 1988 after the legislature
passed HR1151. As a credit union, it is important to
understand the difference between “not-for-profit” and
“non-profit” like charities or similar organizations. All
credit unions operate to serve their members and a credit
union’s revenues from loans and investments need to exceed
its operating expenses and dividends paid on deposits in
order to maintain capital and solvency. A credit union uses
excess earning to offer members more affordable loans, a
higher return on savings, lower fees, or new products and
services.
For over a decade Affinity Federal Credit Union has
invested in a Credit Union Services Organization (CUSO)
that provides mortgage lending and services to its members
and several other credit unions in the US. Additional CUSOs
provide a number of services to its members such as the
Affinity Investments Services, Auto Resource Center, and
Affinity Insurance Services.
2.4 Competitive Model
In the financial services industry competition has
always been fierce, but in recent times due to the economic
global crisis, regulatory requirements, and increased risk,
financial organizations are faced with difficult business
decisions to balance short term financial growth while
providing an adequate competitive advantage. Affinity
Federal Credit Union has been a forward thinking
organization that follows the concept of business to
business collaboration, employee satisfaction, and member-
oriented services while providing exceptional value to its
membership.
The exceptional value that Affinity Federal Credit
Union provides its members comes from long term business
relationships with partners. Affinity Federal Credit Union
has been offering an online home banking service for over a
decade through a company that was created by an exceptional
management executive that left the credit union to pursue a
business venture. The business partnership with this
6. company grew and along with that a number of online
services for its members. This business partner was
acquired by Intuit recently and now Affinity Federal Credit
Union has expanded its products by providing its members
complementary offerings like QuickBooks and other software
products by Intuit. This example is one of many 3rd
party
vendor relationships that Affinity Federal Credit Union
works closely to ensure there is a win-win opportunity for
this long term relationship. This is a type competitive
business model that gives this credit union and competitive
advantage with other financial organizations.
3. Relationships
Affinity Federal Credit Union has always implemented
relationship-based approach that focuses on improving the
posture of its external relationships to improve other
competitive strategies. The financial services industry is
a very competitive environment and building strong
relationships is must to remain competitive amongst all
other competitors.
3.1 Members
Member-oriented relationships at Affinity Federal
Credit Union are strengthened through ensuring all
employees follow the brand promise. The Affinity Experience
is the differentiator in ensuring member received the best
value for the business with the credit union. To reduce the
threat of substitutes Affinity Federal Credit Union
provides free financial consultation, free information
seminars, financial education, other special offers to
promote member loyalty.
3.2 Channels
As financial organization, Affinity Federal Credit
Union uses a direct channel to provide a full range of
financial services to its members. These include online
home banking, business banking, mobile banking, branch
locations, and member relationship staff who are trained to
work directly with small businesses. However, the credit
union is also an active channel partner with other business
vendors to sell complementary products like Intuit’s
QuickBooks, auto insurance, home insurance, and long term
care insurance to name a few. As an indirect channel, the
7. credit union’s not for profit but for service mentality
offers share branching services to all other member credit
unions and uses credit union services centers as indirect
channels to offer members much more than just financial
transactions.
3.3 Suppliers
Affinity Federal Credit Union has worked very hard to
develop strong relationship with suppliers. As a credit
union offering business services, relationships with
business members have helped the credit union increase
their bargaining power. For example, the credit union
recently opened its employee cafeteria and this was
possible by building a relationship with a business member
that supplies catering needs and manages the cafeteria for
the credit union. This win-win relationship gives the
credit union a strong bargaining power while providing a
clear business opportunity and a true Affinity Experience
for its members.
3.4 Partners
Affinity Federal Credit Union has numerous partners in
different strategic projects. As a credit union, it is
clear that in order to remain competitive; a business needs
to grow a strong by improving relationships with business
partners. Over the years, Affinity Federal Credit Union
welcomes new partners to work together and develop unique
financial solutions for the credit union as well as other
financial organizations. This relationship allows the
credit union to provide partners an R&D opportunity while
allowing the credit union to give direction on how a
particular solution can effectively help its business
objectives. There are numerous partnerships and more
continue to grow, but some of the most important ones
involve integration and operation functions. The online
banking platform which currently supports personal online
banking, business banking, and mobile banking is an example
of an operational partner relationship with Intuit.
3.5 Competitors
Although Affinity Federal Credit Union works hard to
offer a full range of financial services to its members,
the credit union acknowledges the importance in managing
8. relationships with competitors. As the largest credit union
in New Jersey, and also one of the top 75 in the country,
Affinity Federal Credit Union works very hard to promote
one common objective amongst all credit unions which is to
increase political and regulatory visibility for all credit
unions. The Affinity Political Action Committee ensures
this objective is addressed by analyzing post-election
results and identifies key legislative positions to target
the credit union’s message as well as host activities such
as post-election celebratory events to build relationships
with legislators. Other credit unions support the same
message, but they do not invite legislators to interact
with small business members in their district or include a
communication plan to keep legislators informed and updated
on credit union issues.
4. Competitive Forces and Challenges
4.1 Supplier Power
Affinity Federal Credit Union was relatively a large
customer of a supplier that provided the credit union’s
financial services core system. However, the supplier was
acquired by a much larger company along with other
suppliers that offer similar services. The credit union’s
CIO is an advisory board member for this supplier; however,
since the acquisition of this supplier, the advisory board
member status does not provide enough bargaining power as
it used to in the past. The challenge is in the ability for
Affinity Federal Credit Union to provide a direction for
our core system’s development and the implementation of
future releases that address credit union strategic
objectives.
4.2 Barriers to Entry
There are many new entrants in the financial industry
and some include larger mergers. The challenge for Affinity
Federal Credit Union is not with other credit unions, but
rather other banks in New Jersey. The credit union has done
a outstanding job to promote produce and services by
pushing the brand promise, but it is possible that other
financial organizations are starting to improved the
customer-oriented strategies to match the credit union’s
competitive advantage.
9. 4.3 Buyer Power
A strong relationship-based approach will ensure low
buyer switching costs. The credit union understand that the
rates are very competitive, but they are not the lowest
rates in the states; however, true value of the products
and services provided is what makes it hard for existing
members to switch to another financial organization. In
contrast, location remains an issue for the credit union
long term growth. As a sharing branching member, Affinity
Federal Credit Union can provide financial services to
members at over 3,000 locations, but the same level of
member-oriented service and the Affinity Experience cannot
be guaranteed at these locations. The credit union needs to
improve political, community, and other smaller credit
union relationships to continue its positive organic growth
in years to come.
4.4 Threat of Substitutes
Products and services provided by financial
organizations have transformed in recent years to include a
full range of financial wellness for customers. As a
forward thinking organization, Affinity Federal Credit
Union is not experiencing a significant threat of
substitutes as long as knowledgeable, engaging, and caring
professionals are committed to provide the best and easiest
to use financial products and services to meet the member’s
needs. Affinity Federal Credit Union’s Strategy and
Consulting Services provide professional analysis and
project management expertise to assist management in
aligning IT to business goals.
4.5 Rivalry
A well crafted competitive strategy is one that speaks
of teamwork, collaboration, and complete culture change. As
long as the credit union remains strong with its mission,
brand promise, and forward thinking mentality, the only
rivalry will come from larger banks. However, it is
important to maintain strong relationships with legislators
since these people are the ones that have given Affinity
Federal Credit Union an opportunity for significant growth
since 1998.
10. 5. Competitive Strategies & Sustainable
Competitive Advantages
If a person is in the market to purchase a vehicle,
most people would agree that at the time of financing, this
individual will choose a financing provider that will have
the lowest rate. Although the basis of competition tend to
focus on price at times, at Affinity Federal Credit Union
the true price is the value its members receive when taking
full advantage of the many free services that come along
with being a valued credit union member. Of course, in a
capitalist economy, competition is essential and along with
competition there are other factors to consider such as
quality, service, reputation, reliability, functionality,
and others.
Since 1979 Porter forces introduced businesses to
horizontal and vertical competition. It is clear that all
forces require specific strategies, but Affinity Federal
Credit Union’s management should be primarily concerned
with the horizontal competition of substitute products. It
is clear that vertical forces are always going to be
present and they require an exceptional relationship-based
approach, but the threat of substitutes is something that
can appear out of the blue and have a significant negative
impact for a financial organization.
In order to battle this challenge, the credit union
should continue its effort to improve the advantage-based
approach to competitive strategy. Affinity Federal Credit
Union competitive approach has always been to provide an
Affinity Experience to all its members while continuing to
have a competitive advantage over its niche competitors.
However, the threat of substitutes is eminent and improved
technology has been a big factor in the development of new
services to members. As a credit union, it is important to
remain focused on quality and not so much quality. The
credit union has several free services for all its members
along with very competitive products and services, but what
is more important than the total membership number is the
number of products and services per member account. The
more services a member has with the credit union, the less
likely a member will switch to another competitor even if
the rates alone are lower.
11. Affinity Federal Credit Union should continue to look
at horizontal integration of more CUSOs to provide added
services to its members even though it is important to
remain a value channel partner for other businesses.
Continued support for legislators through the Affinity
Political Action Committee will prove to a valuable
strategy. In addition, the credit union should continue to
push the brand promise and ensure all employees understand
its value as a long term business objective and mission
statement. Although aligning business processes with IT as
the differentiator remains a work in progress, the Strategy
and Consulting Services business unit will play a key role
in slowly improving management’s attitude towards IT.
6. Business Model Evolution
This model-base approach will help management decide
how strategies and the organization’s business model should
evolve.
6.1 Enhance
Location is a key aspect in business growth. Affinity
Federal Credit Union has provided a number of services to
enhance its coverage by participating in the share
branching network, offering online banking solutions for
over a decade, and communicating with members via online
chat, secure email, and 24/7 call center support. However,
Affinity Federal Credit Union’s physical footprint remains
only in New Jersey with almost the same amount of branch
locations for number of years. Affinity Federal Credit
Union requires a bigger presence in order to compete with
larger financial organizations that seem to be present in
every town. The credit union understands this task and is
beginning to acquire new locations throughout the state,
but more locations may require a change in the network
infrastructure. Enhancing the network infrastructure will
provide adequate technical capabilities for future physical
growth.
6.2 Expand
As stated previously, Affinity Federal Credit Union
should expand geographically based on average household
incomes, current membership statistics, and key locations
in New Jersey. Although the credit union’s business
12. products and services was added recently, it is important
to be a continue being a forward thinker and implement
business services such as RDC and develop new business
supplier and/or partner relationships for this type of
business offer. Forward thinking means staying head of
other competitors by implementing new products and
services.
6.3 Extend
Affinity Federal Credit Union needs to remain focused
on providing financial services to its members including
many small businesses, but also understand the importance
of horizontal integration. The credit union should always
maintain or improve its brand promise and not lower its
guard during a merger or acquisition. It is important for
the credit union to reevaluate its organic growth and
consider merging with another credit union to increase its
sustainable competitive advantage.
6.4 Exit
As a growing financial organization that has taken its
time in developing precise business strategies, Affinity
Federal Credit Union has been effective in dropping
products and services such as low limit unsecured education
loans and introducing Federal Stafford Loans, Educational
Line of Credit, and Federal Plus Loans. The credit union
has also closed a number of branch locations over the last
decade due to a number of economic and business reasons.
7. Best IT-Supported Proposal
As the credit union continues to expand its market
segment to include more New Jersey residents by adding more
branch location throughout the state, it is important that
management understands the significance behind the credit
union’s network infrastructure. A model-based approach to
competitive advantage will include a proposal to enhance
the network infrastructure to implement an MPLS cloud. Of
course, this proposal has a significant magnitude and
should be introduced to C-Level management by the Strategy
and Consulting Services business unit. The proposal should
present the enhancement as an IT initiative that supports
and business strategy.
13. The Strategy and Consulting Services business unit
needs to communicate precise information that C-Level
management can understand. Executive management does not
want to hear a problem, but rather a solution to achieve
it’s strategic goal. As Plate said, “wise men talk before
they have something to say; fools, because they want to say
something.” It is crucial that when presenting the
solution to management, we are viewed as wise men. If this
business unit emphasizes the use of IT as a strategic
element that adheres to the business objectives, then the
proposal will become a top-down initiative. It is important
to improve the existing network infrastructure prior to any
expansion initiative because this model-based approach
deals with business model evolution and as such, there is a
sequence of evolutionary approaches.
Once an MPLS network infrastructure is in place,
Affinity Federal Credit Union can expand geographically
without any negative impact to network availability and
security. In addition, MPLS will provide an efficient
solution for the credit union quest to improve their
Business Continuity Plan. The role of IT is that of an
integrator that provides subject matter experts to
efficiently implement an enhancement that will provide an
adequate network capacity to expand the organization’s
footprint. The Strategy and Consulting Services business
unit and a strong support from the CIO to ensure IT aligns
itself to business goals will improve Affinity Federal
Credit Union’s sustainable competitive advantage.
8. References
Affinity Federal Credit Union - 2009 Business Plan.
Business Plan. Basking Ridge: AFCU, 2009. Print.
Affinity Federal Credit Union - Home. Web. 01 Nov. 2009.
<http://www.affinityfcu.org>.
"AffinityNet - IntraNet." Affinity's Intranet. Web. 1 Nov.
2009.
14. "Communication Quotes | Communication Quotations |
Communication Sayings |." Wisdom Quotes. Web. 01 Nov.
2009.
<http://www.wisdomquotes.com/cat_communication.html>.
"Credit union -." Wikipedia, the free encyclopedia. Web. 01
Nov. 2009.
<http://en.wikipedia.org/wiki/Credit_union>.
CUServiceCenter.com. Web. 01 Nov. 2009.
<http://www.cuservicecenter.com/>.
National Credit Union Administration (NCUA). Web. 01 Nov.
2009. <http://ncua.gov>.
"Porter's Five Forces." QuickMBA: Accounting, Business Law,
Economics, Entrepreneurship, Finance, Management,
Marketing, Operations, Statistics, Strategy. Web. 01
Nov. 2009.
<http://www.quickmba.com/strategy/porter.shtml>.
Top 100 Credit Unions. Web. 01 Nov. 2009.
<http://www.top100cu.com/>.