The document summarizes the turnaround strategy of Bank Danamon in Indonesia. It provides background on Bank Danamon's poor financial condition in the late 1990s due to a property boom and subsequent crisis. In 2000, Arwin Rasyid was appointed as CEO and implemented a turnaround strategy. This included merging Danamon with 8 other banks, focusing on consumer and SME banking through the DSP product line, improving technology and processes, and building up the bank's brand. As a result, Danamon emerged from the crisis as one of the largest and strongest banks in Indonesia.
iobot Technologies helped a leading wholesaler of fasteners and screws implement an automatic refill process for their local warehouses using IoT. Previously, the refill process took 2-3 days if items were consumed before the monthly refill, causing issues for customers. iobot developed wireless level sensors for bins that transmitted real-time inventory data to a cloud system, allowing automatic reorders when thresholds were met. This reduced the refill cycle by 90% and setup time by 50%, improving the customer experience.
This document discusses JumiaPay, the payment platform of Jumia, a major e-commerce company in Africa. It provides an overview of Jumia and JumiaPay, highlights why merchants should choose JumiaPay to process payments, and how the payment process works for both merchants and customers. Key features of JumiaPay include integrated checkout options, payment methods relevant to different African markets, fast payment settlement, and tools to manage payments and grow a business.
Almost everything in your warehouse will eventually be connected to the Internet of Things (IoT), the online network that connects and exchanges data between devices, vehicles, inventory and even buildings. The Internet of Things is already starting the digital transformation of supply chains by improving efficiency, accuracy, and reducing costs. It is anticipated that many more benefits and opportunities will emerge in the future. Every supply chain business, from manufacturing to logistics, should be taking a close look at the Internet of Things now. Early adopters of IoT technologies will be better able to take a giant leap forward in their business and gain a competitive edge from this technology.
Since its inception in 1962, Walmart has always been a front-runner in the retail industry. However, in 2011, Walmart was lagging behind in digital business. Its e-commerce site was basic, lacking in intuitive search and its e-commerce revenue was rising linearly way behind Amazon and Staples. Fast-forward to today, and Walmart is accelerating its digital transformation, capitalizing on several early wins. Between 2011 and 2014, Walmart’s e-commerce sales grew nearly 150% from $4.9 billion to $12.2 billion. Today, Walmart has overtaken Staples to become the world’s third largest online retailer after Amazon and Apple, in terms of 2014 online sales.
So, how did Walmart transform itself from a traditional retail giant to a rising digital star?
The answer lies in Walmart’s aggressive foray into digital, starting during the reign of ex-CEO Mike Duke. Mike Duke wanted to transform Walmart from a company known for its rigid yet effective business processes into one that was “entrepreneurial, experimental and flexible”. In a 2011 address, he said: “In global e‐commerce, we will not just be competing; we will play to win”. True to his words in the years that followed, Walmart laid a foundation to play a lead role in the next generation of retail. Armed with units that foster digital innovation - Global eCommerce and @WalmartLabs, Walmart is reinventing itself for a digital age. Walmart is converging its traditional strengths in distribution networks with digital innovations in newer ways to drive growth. Walmart’s digital transformation offers numerous lessons and insights for other major enterprises looking to innovate in a digital economy.
This document outlines Gojek's go-to-market strategy for expanding into the Bogor, Depok, Tangerang, Bekasi (BODETABEK) region of Indonesia. It first provides background on the business landscape in BODETABEK. It then performs a TOWS analysis to identify strengths, weaknesses, opportunities, and threats. The strategy proposes focusing on employees, entrepreneurs, housewives, and students as key customer segments. It recommends a "beachhead" approach starting in Tangerang Selatan due to its population size, income levels, and number of students. Tactics include advertising on billboards and campus roadshows to recruit drivers, launch new products, and boost the Gojek
This document provides an overview of Global Bike Inc., a global bicycle company consisting of two companies located in the US and Germany. It describes the company's organizational structure, products, business partners, and key business processes. The summary also outlines how SAP ERP provides integrated functionality to support processes like order-to-cash and procure-to-pay.
NOAH Advisors is a leading European corporate finance boutique specializing in mergers and acquisitions and financing for internet companies. They have over 40 years of combined experience in M&A and routinely execute transactions worth several billion euros. Some of their recent deals include advising on the $800 million sale of Fotolia to Adobe in 2014 and the €80 million sale of Trovit to Axel Springer in 2014. Their annual NOAH Conference brings together over 400 internet companies, 500 investors, and 100 corporates.
iobot Technologies helped a leading wholesaler of fasteners and screws implement an automatic refill process for their local warehouses using IoT. Previously, the refill process took 2-3 days if items were consumed before the monthly refill, causing issues for customers. iobot developed wireless level sensors for bins that transmitted real-time inventory data to a cloud system, allowing automatic reorders when thresholds were met. This reduced the refill cycle by 90% and setup time by 50%, improving the customer experience.
This document discusses JumiaPay, the payment platform of Jumia, a major e-commerce company in Africa. It provides an overview of Jumia and JumiaPay, highlights why merchants should choose JumiaPay to process payments, and how the payment process works for both merchants and customers. Key features of JumiaPay include integrated checkout options, payment methods relevant to different African markets, fast payment settlement, and tools to manage payments and grow a business.
Almost everything in your warehouse will eventually be connected to the Internet of Things (IoT), the online network that connects and exchanges data between devices, vehicles, inventory and even buildings. The Internet of Things is already starting the digital transformation of supply chains by improving efficiency, accuracy, and reducing costs. It is anticipated that many more benefits and opportunities will emerge in the future. Every supply chain business, from manufacturing to logistics, should be taking a close look at the Internet of Things now. Early adopters of IoT technologies will be better able to take a giant leap forward in their business and gain a competitive edge from this technology.
Since its inception in 1962, Walmart has always been a front-runner in the retail industry. However, in 2011, Walmart was lagging behind in digital business. Its e-commerce site was basic, lacking in intuitive search and its e-commerce revenue was rising linearly way behind Amazon and Staples. Fast-forward to today, and Walmart is accelerating its digital transformation, capitalizing on several early wins. Between 2011 and 2014, Walmart’s e-commerce sales grew nearly 150% from $4.9 billion to $12.2 billion. Today, Walmart has overtaken Staples to become the world’s third largest online retailer after Amazon and Apple, in terms of 2014 online sales.
So, how did Walmart transform itself from a traditional retail giant to a rising digital star?
The answer lies in Walmart’s aggressive foray into digital, starting during the reign of ex-CEO Mike Duke. Mike Duke wanted to transform Walmart from a company known for its rigid yet effective business processes into one that was “entrepreneurial, experimental and flexible”. In a 2011 address, he said: “In global e‐commerce, we will not just be competing; we will play to win”. True to his words in the years that followed, Walmart laid a foundation to play a lead role in the next generation of retail. Armed with units that foster digital innovation - Global eCommerce and @WalmartLabs, Walmart is reinventing itself for a digital age. Walmart is converging its traditional strengths in distribution networks with digital innovations in newer ways to drive growth. Walmart’s digital transformation offers numerous lessons and insights for other major enterprises looking to innovate in a digital economy.
This document outlines Gojek's go-to-market strategy for expanding into the Bogor, Depok, Tangerang, Bekasi (BODETABEK) region of Indonesia. It first provides background on the business landscape in BODETABEK. It then performs a TOWS analysis to identify strengths, weaknesses, opportunities, and threats. The strategy proposes focusing on employees, entrepreneurs, housewives, and students as key customer segments. It recommends a "beachhead" approach starting in Tangerang Selatan due to its population size, income levels, and number of students. Tactics include advertising on billboards and campus roadshows to recruit drivers, launch new products, and boost the Gojek
This document provides an overview of Global Bike Inc., a global bicycle company consisting of two companies located in the US and Germany. It describes the company's organizational structure, products, business partners, and key business processes. The summary also outlines how SAP ERP provides integrated functionality to support processes like order-to-cash and procure-to-pay.
NOAH Advisors is a leading European corporate finance boutique specializing in mergers and acquisitions and financing for internet companies. They have over 40 years of combined experience in M&A and routinely execute transactions worth several billion euros. Some of their recent deals include advising on the $800 million sale of Fotolia to Adobe in 2014 and the €80 million sale of Trovit to Axel Springer in 2014. Their annual NOAH Conference brings together over 400 internet companies, 500 investors, and 100 corporates.
Target Corporation is a large American retailer that offers everyday essentials and fashion items at discounted prices through its network of stores across the US and Canada. The document analyzes Target's business objectives for 2013 which included expanding internationally, increasing sales and earnings, investing in sustainability initiatives, and enhancing their digital platforms and loyalty programs. It also reviews Target's financial performance, product categories, pricing strategies, and competitive analysis against main rivals Walmart and Sears.
The document provides a company analysis of VIP Industries Limited, a leading luggage and bags manufacturer in India. It discusses the company's profile, including a brief history since 1968. It also outlines the company's range of businesses, brands, corporate structure, key managerial personnel, competitive strategies, levels of strategy, and value chain. VIP Industries has become Asia's largest luggage manufacturer with a diverse product portfolio sold through a network of over 10,000 retail outlets across India and other countries.
Cunard is a luxury cruise line operating since 1840. It has 7 ships of varying luxury levels - 5 ultra luxury ships and 2 premium ships. Cunard focuses on maintaining a high-end brand image of elegance and proper British service across its fleet. While pressure is growing for more promotional tactics, Cunard's marketing head Leslie faces a dilemma in balancing strategic brand-building with tactical sales efforts while preserving the unified luxury image.
McDonald's attempted to cater to health-conscious customers with products like McLean Deluxe and McSoup, but experienced its most embarrassing flop with the Arch Deluxe burger. Marketed as a "burger with grown-up taste" to appeal beyond children, the Arch Deluxe failed because customers don't go to McDonald's for sophistication or variety, but for convenience and consistency. Despite extensive market research finding demand for an adult-oriented burger, the Arch Deluxe saw little customer uptake at launch.
Groupon has over 190,000 merchants worldwide across over 190 categories, with a salesforce of over 4,800 representatives enabling deals in 175 North American markets and 45 countries. In the first 9 months of 2011, Groupon featured deals from over 190,000 merchants worldwide, sold over 93 million Groupons, and had over 142 million subscribers. Groupon uses free cash flow and consolidated segment operating income as key non-GAAP measures to evaluate performance excluding non-cash expenses.
The document discusses the transition from traditional fragmented payment landscapes with siloed solutions to new omni-channel payment models. It outlines the traditional model with separate acquirer contracts and integrations for each payment channel and country. The new model aims to provide global, seamless, tokenized payments across channels with a single platform to accept payments wherever customers shop. It provides scenarios of how omni-channel payments can work and the challenges companies face in operations, user experience, and payments across sales channels that a unified platform could address. Adyen is presented as a company providing a single global platform to enable omni-channel payments.
The problem-
You are the Product Manager for Google Meet for Education. You need to improve the core User Experience of education customers. For G-Suite for Education users, you have to:
1. Suggest feature improvements to Google Meet (Optional: Using wireframes)
2. Ideate a controlled testing strategy to incorporate user feedback about the new
features
3. Identify key metrics to track at full-scale rollout
The solution-
We enhanced the utility of G-Meet by introducing features like-
1. Taking Notes Made Easy
2. Introducing a Time Counter
3. Tile Interface
4. Attendance keeper
5. Gestures & Teaching Utilities
6. Take a break
We also introduced important sections like User Feedback Strategy and Market Roll Out and Testing
Full Strategic Appraisal of Louis Vuitton Chris Marshall
This document appears to be a student's coursework submission for a strategic appraisal assessment of luxury brand Louis Vuitton. It includes:
1) A cover sheet with submission details.
2) An outline of the contents of the strategic appraisal report, which includes sections on external/internal analysis, corporate/business strategy, issues/challenges, growth options, and recommendations.
3) An excerpt from the introduction discussing Louis Vuitton's history and focus on customer service, as well as an overview of the company's stakeholders and competitive environment.
The summary provides high-level context about the document being a student coursework submission assessing Louis Vuitton's strategy through various analyses.
Liquidation: Get the best yields out of your returned inventory with Liquidat...SellOnFlipkart
Liquidation allows sellers to resell returned inventory through Flipkart's partners to increase their yields. Sellers log returned products on the Liquidator's portal. After verification, the Liquidator schedules a pickup. Within 12 days, sellers receive 90% of the original selling price. The process involves sellers uploading return details, verification by Flipkart and the Liquidator, pickup scheduling, and payment issuance. Sellers must keep returned items sealed until upload to ensure proper verification and acceptance for liquidation.
Zara is a clothing retailer that uses modern technology in its marketing research and supply chain to quickly deliver fashionable designs at lower prices. It collects frequent customer feedback and uses IT to closely monitor trends. This allows Zara to make production decisions quickly and produce small quantities of many styles. As a result, Zara is able to deliver new fashion designs about twice a month while competitors take 3-5 months. This rapid turnover keeps customers engaged with frequent store visits and purchases.
Supply Chain Network of Fast Retailing Co.(UNIQLO)Lúcia Dénis
This document is a group report for a Supply Chain Management class that analyzes the supply chain strategies of Fast Retailing Co., Ltd., the parent company of the UNIQLO brand. The report is divided into four phases: (1) an overview of the company and its competitive strategies, (2) analysis of regional facility configuration, (3) identification of potential facility sites, and (4) choices for facility location. The summary focuses on Fast Retailing's supply chain business model, expansion strategies, and current financial situation showing room for improvement in asset utilization and supply chain management.
This is the case study analysis and presentation for the purpose of final examination by two student of IE Business School.
The sole purpose of this document is to provide the analysis for the final exam. This document should not be used as basis for any calculations/ decisions and user should conduct his/ her own analysis.
This document provides a case study on 7-Eleven's supply chain strategies in Japan and their efforts to duplicate this model in the United States. It discusses 7-Eleven's rapid replenishment approach in Japan, the benefits of centralized distribution centers and not allowing direct store delivery. It also analyzes the potential pros and cons of 7-Eleven managing its own distribution versus using distributors in the US, and whether the 7Dream delivery concept could be more successful in Japan or the US.
The document discusses branding strategies for UnMe Jeans, a junior denim company. It notes trends reducing the effectiveness of UnMe's existing media plan, including changing consumer media habits and advertisement clutter. The key issues are understanding emerging social media options and developing an advertising strategy that integrates traditional and new media. Suggestions include using Facebook, YouTube, and Zwinktopia due to their large target audiences. An integrated plan with a reduced television budget and increased social media presence is proposed. Positive results are expected in brand awareness and sales if UnMe adopts the new strategy.
Question :
1) Why has Altius Golf lost market share?What will happen if altius maintains the status quo?
2) What should Altius objectives be? What trade-offs must it manage?
3) Should Altius implement the Elevate strategy?
# if so, what are the risk to the brand and how can they may be managed?
# if no, what are the alternatives
( Note : if anyone want more info about this topic, leave text for me )
Strategic Management: Indian Luggage IndustryAditya Khare
This document provides an overview and analysis of the Indian luggage industry. It discusses the industry's current size and growth rate, as well as trends like consumers shifting to softer luggage. It then analyzes the industry using Porter's Five Forces model and provides a SWOT analysis of major player VIP Industries. Competitors like American Tourister and Samsonite are also analyzed. Issues facing the industry like increasing competition and the prevailing unorganized sector are discussed. The document concludes with recommendations for VIP Industries around innovation, handling competition, expanding e-commerce, and maintaining financial stability.
The document discusses the turnaround strategy implemented at Continental Airlines. It describes how the airline was struggling, with high costs, unreliable service, and a toxic corporate culture. The new CEO, Gordon Bethune, implemented a 10-point turnaround plan focused on cost cutting, improving reliability, empowering employees, and regaining customer trust. Key elements included eliminating unprofitable routes, renegotiating contracts, and improving communication. Through these changes, Continental was able to improve performance, engage employees, and eventually emerge from its financial difficulties.
Bank of America acquired MBNA for $35 billion, making it the largest issuer of credit cards in the US, surpassing JPMorgan Chase. The strategic plan aims to increase market share, customer base, and profitability by maintaining strong customer loyalty through effective communication, internet banking education, and constant customer service monitoring.
Target Corporation is a large American retailer that offers everyday essentials and fashion items at discounted prices through its network of stores across the US and Canada. The document analyzes Target's business objectives for 2013 which included expanding internationally, increasing sales and earnings, investing in sustainability initiatives, and enhancing their digital platforms and loyalty programs. It also reviews Target's financial performance, product categories, pricing strategies, and competitive analysis against main rivals Walmart and Sears.
The document provides a company analysis of VIP Industries Limited, a leading luggage and bags manufacturer in India. It discusses the company's profile, including a brief history since 1968. It also outlines the company's range of businesses, brands, corporate structure, key managerial personnel, competitive strategies, levels of strategy, and value chain. VIP Industries has become Asia's largest luggage manufacturer with a diverse product portfolio sold through a network of over 10,000 retail outlets across India and other countries.
Cunard is a luxury cruise line operating since 1840. It has 7 ships of varying luxury levels - 5 ultra luxury ships and 2 premium ships. Cunard focuses on maintaining a high-end brand image of elegance and proper British service across its fleet. While pressure is growing for more promotional tactics, Cunard's marketing head Leslie faces a dilemma in balancing strategic brand-building with tactical sales efforts while preserving the unified luxury image.
McDonald's attempted to cater to health-conscious customers with products like McLean Deluxe and McSoup, but experienced its most embarrassing flop with the Arch Deluxe burger. Marketed as a "burger with grown-up taste" to appeal beyond children, the Arch Deluxe failed because customers don't go to McDonald's for sophistication or variety, but for convenience and consistency. Despite extensive market research finding demand for an adult-oriented burger, the Arch Deluxe saw little customer uptake at launch.
Groupon has over 190,000 merchants worldwide across over 190 categories, with a salesforce of over 4,800 representatives enabling deals in 175 North American markets and 45 countries. In the first 9 months of 2011, Groupon featured deals from over 190,000 merchants worldwide, sold over 93 million Groupons, and had over 142 million subscribers. Groupon uses free cash flow and consolidated segment operating income as key non-GAAP measures to evaluate performance excluding non-cash expenses.
The document discusses the transition from traditional fragmented payment landscapes with siloed solutions to new omni-channel payment models. It outlines the traditional model with separate acquirer contracts and integrations for each payment channel and country. The new model aims to provide global, seamless, tokenized payments across channels with a single platform to accept payments wherever customers shop. It provides scenarios of how omni-channel payments can work and the challenges companies face in operations, user experience, and payments across sales channels that a unified platform could address. Adyen is presented as a company providing a single global platform to enable omni-channel payments.
The problem-
You are the Product Manager for Google Meet for Education. You need to improve the core User Experience of education customers. For G-Suite for Education users, you have to:
1. Suggest feature improvements to Google Meet (Optional: Using wireframes)
2. Ideate a controlled testing strategy to incorporate user feedback about the new
features
3. Identify key metrics to track at full-scale rollout
The solution-
We enhanced the utility of G-Meet by introducing features like-
1. Taking Notes Made Easy
2. Introducing a Time Counter
3. Tile Interface
4. Attendance keeper
5. Gestures & Teaching Utilities
6. Take a break
We also introduced important sections like User Feedback Strategy and Market Roll Out and Testing
Full Strategic Appraisal of Louis Vuitton Chris Marshall
This document appears to be a student's coursework submission for a strategic appraisal assessment of luxury brand Louis Vuitton. It includes:
1) A cover sheet with submission details.
2) An outline of the contents of the strategic appraisal report, which includes sections on external/internal analysis, corporate/business strategy, issues/challenges, growth options, and recommendations.
3) An excerpt from the introduction discussing Louis Vuitton's history and focus on customer service, as well as an overview of the company's stakeholders and competitive environment.
The summary provides high-level context about the document being a student coursework submission assessing Louis Vuitton's strategy through various analyses.
Liquidation: Get the best yields out of your returned inventory with Liquidat...SellOnFlipkart
Liquidation allows sellers to resell returned inventory through Flipkart's partners to increase their yields. Sellers log returned products on the Liquidator's portal. After verification, the Liquidator schedules a pickup. Within 12 days, sellers receive 90% of the original selling price. The process involves sellers uploading return details, verification by Flipkart and the Liquidator, pickup scheduling, and payment issuance. Sellers must keep returned items sealed until upload to ensure proper verification and acceptance for liquidation.
Zara is a clothing retailer that uses modern technology in its marketing research and supply chain to quickly deliver fashionable designs at lower prices. It collects frequent customer feedback and uses IT to closely monitor trends. This allows Zara to make production decisions quickly and produce small quantities of many styles. As a result, Zara is able to deliver new fashion designs about twice a month while competitors take 3-5 months. This rapid turnover keeps customers engaged with frequent store visits and purchases.
Supply Chain Network of Fast Retailing Co.(UNIQLO)Lúcia Dénis
This document is a group report for a Supply Chain Management class that analyzes the supply chain strategies of Fast Retailing Co., Ltd., the parent company of the UNIQLO brand. The report is divided into four phases: (1) an overview of the company and its competitive strategies, (2) analysis of regional facility configuration, (3) identification of potential facility sites, and (4) choices for facility location. The summary focuses on Fast Retailing's supply chain business model, expansion strategies, and current financial situation showing room for improvement in asset utilization and supply chain management.
This is the case study analysis and presentation for the purpose of final examination by two student of IE Business School.
The sole purpose of this document is to provide the analysis for the final exam. This document should not be used as basis for any calculations/ decisions and user should conduct his/ her own analysis.
This document provides a case study on 7-Eleven's supply chain strategies in Japan and their efforts to duplicate this model in the United States. It discusses 7-Eleven's rapid replenishment approach in Japan, the benefits of centralized distribution centers and not allowing direct store delivery. It also analyzes the potential pros and cons of 7-Eleven managing its own distribution versus using distributors in the US, and whether the 7Dream delivery concept could be more successful in Japan or the US.
The document discusses branding strategies for UnMe Jeans, a junior denim company. It notes trends reducing the effectiveness of UnMe's existing media plan, including changing consumer media habits and advertisement clutter. The key issues are understanding emerging social media options and developing an advertising strategy that integrates traditional and new media. Suggestions include using Facebook, YouTube, and Zwinktopia due to their large target audiences. An integrated plan with a reduced television budget and increased social media presence is proposed. Positive results are expected in brand awareness and sales if UnMe adopts the new strategy.
Question :
1) Why has Altius Golf lost market share?What will happen if altius maintains the status quo?
2) What should Altius objectives be? What trade-offs must it manage?
3) Should Altius implement the Elevate strategy?
# if so, what are the risk to the brand and how can they may be managed?
# if no, what are the alternatives
( Note : if anyone want more info about this topic, leave text for me )
Strategic Management: Indian Luggage IndustryAditya Khare
This document provides an overview and analysis of the Indian luggage industry. It discusses the industry's current size and growth rate, as well as trends like consumers shifting to softer luggage. It then analyzes the industry using Porter's Five Forces model and provides a SWOT analysis of major player VIP Industries. Competitors like American Tourister and Samsonite are also analyzed. Issues facing the industry like increasing competition and the prevailing unorganized sector are discussed. The document concludes with recommendations for VIP Industries around innovation, handling competition, expanding e-commerce, and maintaining financial stability.
The document discusses the turnaround strategy implemented at Continental Airlines. It describes how the airline was struggling, with high costs, unreliable service, and a toxic corporate culture. The new CEO, Gordon Bethune, implemented a 10-point turnaround plan focused on cost cutting, improving reliability, empowering employees, and regaining customer trust. Key elements included eliminating unprofitable routes, renegotiating contracts, and improving communication. Through these changes, Continental was able to improve performance, engage employees, and eventually emerge from its financial difficulties.
Bank of America acquired MBNA for $35 billion, making it the largest issuer of credit cards in the US, surpassing JPMorgan Chase. The strategic plan aims to increase market share, customer base, and profitability by maintaining strong customer loyalty through effective communication, internet banking education, and constant customer service monitoring.
Karl Benz founded Benz & Co in 1883 in Germany, which became the world's largest automobile manufacturer by 1900. In 1926, Benz & Co merged with Daimler Motor Company to form Daimler-Benz AG. Mercedes-Benz India was struggling in the 1990s due to a lack of planning, inflexible management, and an unwillingness to learn from competitors. A new CEO, Juergen Ziegler, implemented a turnaround strategy in 1995 that included launching the Mercedes-Benz E-Class in India and forming a joint venture with Telco, leading to increased sales and profits by 1999.
Lufthansa has operated internationally since the 1920s and formed the Star Alliance in the 1990s to expand its global network. It restructured in the 2000s to focus on its core passenger business. Currently, Lufthansa operates over 500 aircraft from hubs in Frankfurt, Munich, and Zurich, serving around 250 destinations. It uses a strategy of equity stakes in other airlines to expand while managing regulatory challenges.
9 Business turnaround strategies designed particularly for small businesses that do not have access to some of the clout and resources larger companies can call on.
The document discusses turnaround management as a service provided by Advanced Development's Restructuring and Recovery department. It defines turnaround management as evaluating and addressing the problems of an underperforming business. It outlines the stages and measures of turnaround management, including restructuring strategy and debts, improving liquidity, and communicating with stakeholders. The document concludes that turnaround management can help businesses recognize the need for change and avoid insolvency.
Turnaround strategy aims to transform a loss-making company into a profitable one by reversing declining sales, weakness, and instability. It addresses problems like declining market share, negative profits, high costs, and poor management. Effective turnaround involves consulting external specialists, removing unhelpful management, and merging with stronger organizations. Approaches can be surgical, targeting specific issues, or non-surgical, targeting the overall business model. Lou Gerstner's successful turnaround of IBM involved cost reduction, remaking the brand, organizational changes, and changing management practices. This reversed IBM's fortunes and led to improved rankings and brand valuation.
This document provides a summary of a presentation on turnaround business strategy for small businesses. The presentation focuses on developing a strategic plan to increase sales, profits, and customers without spending much money. It emphasizes the importance of having a plan and discusses how to analyze problems, prioritize tactics, and work the plan through communication, consistency, and follow through. The presentation aims to help business owners honestly assess their business, develop an actionable strategic plan, and ensure successful implementation of changes.
The document discusses various turnaround strategies that companies can employ when facing declining performance or a crisis. It outlines performing a SWOT/TOWS analysis to identify internal and external factors contributing to the decline. There are two main types of turnaround strategies: operational strategies focused on improving business operations, and strategic strategies focused on adjusting the company's product/market profile. The document provides examples of specific turnaround tactics and outlines a typical road map process from initial crisis response to sustainable recovery.
iP2Pmoney is a peer-to-peer lending platform that offers Sharia-compliant financing products to borrowers in Malaysia. It was founded in 2015 by experienced professionals in banking and finance to address gaps in the Malaysian P2P market. iP2Pmoney aims to introduce new Sharia-compliant product offerings, provide transparent pricing and support the local Muslim community. The platform connects borrowers and investors through an online portal and automated processes for credit evaluation, loan bidding, documentation and repayment.
This document describes SymBanc, a simulator tool for microfinance institutions. It was created by International System Dynamics for their executive program to teach strategic decision making for MFIs. The simulator allows users to make decisions on target markets, loan products, staffing, growth strategies and observe the financial and operational impacts over time. It provides a realistic learning environment where there are no perfect strategies and users must consider tradeoffs between objectives like growth, profitability and long-term viability.
JS Bank (Evaluation of the Performance Appraisal System)Tish997
Evaluation of the management System of JS bank Pakistan, which include introduction, history, Products details and Interview Questions we ask about there management style/system.
The document outlines the contents of an internship report on National Bank Ltd. The report contains 8 chapters that cover: an introduction to NBL including its history, vision, and organizational structure; an appraisal of NBL's performance; general banking activities; services offered; foreign exchange activities; daily bank operations; other activities; and recommendations and conclusions. The methodology used primary and secondary data collection including observation, interviews, and a review of bank documents and financial statements. The objectives are to provide an overview of NBL and assess its financial performance, identify issues, and recommend improvements.
This document provides an overview of Indian Overseas Bank (IOB), including its history, achievements, IT infrastructure, SWOT analysis, and the current banking sector structure in India. Some key points:
- IOB was founded in 1937 and has since expanded both domestically and internationally, with over 3,200 branches as of 2014.
- In recent years, IOB has received several awards and achieved milestones like opening its 3,000th branch. It has also invested in developing its IT infrastructure.
- A SWOT analysis identifies IOB's strengths as its long history and extensive branch network, while weaknesses include high NPAs and competition from private banks.
- The banking sector in
Veerakumar Krishnan is a sales and marketing professional with over 14 years of experience in banking and financial services. He has experience managing teams and portfolios, developing new business, and facilitating financial solutions. His career includes roles in retail banking, commercial lending, and wealth management. He holds an MBA in marketing management and is currently seeking new opportunities while temporarily managing his uncle's business in Malaysia.
Ronald Dungey has over 15 years of experience in treasury roles for banking and corporate organizations. He currently works as a Portfolio Manager at ADP, where he manages $3 billion across 23 portfolios. Previously, he held director roles managing funding, cash management, and debt portfolios at Sears and GMAC. He has expertise in areas such as liquidity management, commercial paper, foreign exchange, and debt capital markets.
Comprehensive report on Standard Chartered as Project workPanacea
Standard Chartered Bank is one of the largest multinational banks operating for over 150 years in Asia, Africa, and the Middle East. It has over 1,700 branches across more than 70 countries. The bank opened in Bangladesh in 1947 and has grown significantly through acquisitions like ANZ Grindlays Bank and AMEX Bank. It focuses on building deep client relationships and offers various services including 33 ATM booths and phone/SMS banking.
The PowerPoint presentation on general banking and finance provides a comprehensive overview of the fundamental concepts and key aspects within the banking and finance industry. The presentation aims to equip the audience with a broad understanding of the roles and functions of banks and financial institutions, the importance of financial systems in driving economic growth, and the various financial products and services offered to individuals and businesses. It delves into topics such as deposit and lending activities, investment management, risk assessment and mitigation, and regulatory frameworks governing the industry. The presentation serves as an essential resource for anyone seeking a solid foundation in the field of banking and finance.
Introduction to The Growth Paradigm PartnershipAnand Pande
The Growth Paradigm Partnership provides consulting services to help clients achieve sustainable and scalable growth. They have extensive experience in banking, offshoring, and working with private equity portfolio companies. Their collaborative approach involves flexible engagement models tailored to each client's needs. Examples of client engagements include developing strategies for digital banking licenses, trade transformation programs, and product launches.
The document provides an overview and introduction to the Foreign Contribution (Regulation) Act 1976 in India. Some key points:
- The Act regulates the acceptance and use of foreign contributions by certain individuals and organizations to ensure it does not compromise national security or elections.
- Organizations need prior permission or registration to receive foreign funds. Registered organizations must maintain separate accounts and submit annual audited reports.
- Over 34,000 organizations are registered under the Act across religious, cultural, economic, educational and social categories. The top recipient states are Tamil Nadu, Delhi, and Andhra Pradesh.
- The Act also regulates foreign hospitality received by certain public officials and politicians to/from foreign countries.
The document provides information about MCB Bank's Special Asset Management Group (SAMG). SAMG is responsible for managing non-performing loans over PKR 2 million. It works to negotiate repayment plans with defaulting clients, pursue legal action if needed, and recover assets to repay loans. The success of SAMG directly impacts the bank's finances. The group has experienced credit officers and works with lawyers. Its processes involve taking over loans from branches, negotiating with clients, filing suits, and tracing and selling assets if needed. Managerial structures aim to motivate employees through participative strategies and feedback. Efficiency can be impacted by lengthy legal processes, but the group aims to strengthen cases and monitoring. The general economic environment
Mission
Delivering superior service to clients
Actively contributing to the community through responsible banking
Leading with innovation
Treating colleagues with dignity and fairness
Pursuing opportunities that grow shareholders’ value
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The document discusses a project report on the procedures for financing two-wheeler loans at Centurion Bank of Punjab Ltd. It provides an overview of the company and management, acknowledges those who helped with the project, and outlines the contents which will cover the objectives, research methodology, data collection and conclusions regarding two-wheeler loan financing.
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State Bank of India is India's largest bank. It has a large network of branches in India and overseas. The document discusses SBI's vision, subsidiaries, marketing strategies, financial performance, HR strategies, and conclusions. Key findings are that SBI has a large network capacity, lower interest rates than competitors, and focuses on customer welfare and satisfaction through its products and services. Suggestions include improving network performance, customer service, facilities, and expanding digital offerings.
This presentation discusses financing options for startups throughout different stages of growth. It describes bootstrapping, debt financing, and alternative mechanisms such as angel investors and venture capital. Angel investors provide early-stage funding up to $500k and expect high returns, while venture capitalists invest larger amounts for exponential growth and exit via IPO or acquisition. The presentation compares the processes, risk tolerance, expectations, and exits between conventional financing and alternative options.
Francis Wong provides a concise personal resume summarizing his professional experience and qualifications. He has over 20 years of experience in consumer finance and banking, including managing a consumer finance company in China. His core strengths include strategic thinking, relationship building, and developing others. He holds several professional certifications and has worked in leadership roles in credit cards, personal loans, business planning, and project management at Standard Chartered Bank across Asia.
This document discusses the history of financial technology (fintech) companies unbundling and rebundling financial services in the United States. It explains that banks traditionally provided a bundle of related services but fintechs initially aimed to disintermediate banks by unbundling these offerings. However, fintechs are now rebundling services to generate revenue and stabilize business models by adding services like deposit accounts, lending, and payments. The document uses examples like SoFi becoming a "neobank" by acquiring core banking capabilities and pursuing a bank charter to illustrate this trend of fintechs rebundling services.
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The document analyzes the financial statements of companies ASII and BNBR from 2009 to 2013. It provides data on key financial metrics such as return on assets, return on equity, current ratio, gross profit margin, net income margin, debt ratios, and quick ratio for both companies over the five-year period. The analysis shows that while ASII maintained stable and positive levels for most metrics, BNBR experienced significant volatility and losses in several areas such as return on assets, return on equity, and net income margin from 2009 to 2013.
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Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
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Answers about how you can do more with Walmart!"
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
1. TURNAROUND STRATEGY
On Case Study of: Bank DANAMON
A Group Assignment By:
FENA ENANDITA P CARL BENIDDO P ISABELLE IMELDA R
2. What is Turnaround Straregic
Danamon Time Line
The Pioneer (Arwin Rasyid)
Condition Before Turnaround
Transformation
DSP Product
Killer Triangle
Next Screen
4. Definitions
“The process of evaluating an underperforming business to determine the cause of its problems.
Further on, developing potential solutions to address the problems, selecting and implementing
the appropriate strategies and course of action, and making corrections to the plan as
circumstances warrant.” (www.advanced-development.com)
When turnaround strategy is needed
• a response to a crisis
• a major change in the business
• lack of operating controls
• insufficient demand, technology, suppliers
• not understanding costumers and marketplace
• poor lender/sponsor relationship
• ineffective management style
Objectives
The overall goal of turnaround strategy is to return an underperforming or distressed company to
normal in terms of acceptable levels of profitability, solvency, liquidity and cash flow.
5. Benefits of Turnaround Management
•balancing different viewpoints
• creditors (potentially new owners)
• shareholders (potentially former owners)
• costumers (source of revenues)
• employees (caught in the middle)
•fresh eye, knowledge and skills with complete objectivity
•no political agenda or other obligations
6. Established by the name of Bank Kopra Indonesia
Become first Foreign Bank in Indonesia
1956
1976
Take over by government due to Asian Economic Crysis
Acquired majority stock by Asia Financial Pte. Ltd
Danamon Simpan Pinjam Expansion
launching new corporate vision and mision
1988 1989 1998 2000 2003 2004 2005 ... 2013
Launching Danamon Simpan Pinjam
Acquired Adira Finance
Being a public company through a stock offering on the Jakarta Stock
Changed into PT. Bank Danamon Indonesia
Legal merger with 8 bank which taken over by government
7. Name : Arwin Rasyid
Religion : Islam
POB : Roma, Italia
DOB : Tuesday, January 22 1957
Zodiac : Aquarius
Hobby : Bowling | Hunting
Citizenship : Indonesian
EDUCATIONAL BACKGROUND
• The Gandhi Memorial School, Jakarta (1973)
• Jurusan Studi Pembangunan Fakultas Ekonomi Universitas Indonesia (S1; 1980)
• University of Hawaii (MA International Economics), Amerika Serikat (1981)
• University of Hawaii (MBA International Business), Amerika Serikat (1982)
• World Banker Development Program, San Pransisco - USA, 1986
• Strategic Management in Banking, INSEAD Paris - France, 1992
• Advanced Management Program for Overseas bankers, Wharton
• University of Pennsylvania, USA, 1993
• Mobilizing People, International Institute of Management Development,Lausanne - Switzerland 1994
• Achieving Outstanding Performance, INSEAD Paris - France, 1995
• Consumer Finance Workshop, London - England, 2000
• Emerging Markets in the New Financial System, IMF & World Bank Conference, Washington -USA, 2000
• Competition and Strategy, Harvard University - Boston USA, 2003
8. CAREER BACKGROUND
• Dosen pada Fakultas Ekonomi Universitas Indonesia (1977-1999)
• Staf peneliti pada Lembaga Penelitian Ekonomi dan Masyarakat (LPEM) Fakultas Ekonomi Universitas Indonesia (1977-1980)
• Asisten Vice President, Bank of America, Jakarta (1980-1987)
• Asisten Vice President, Kepala Divisi Marketing PT Bank Niaga Tbk Cabang Gajah Mada (1987-1989)
• Vice President, Kepala Divisi Marketing dan Kredit Grup PT Bank Niaga Tbk. (1989-1990)
• Managing Director PT Niaga Factoring Corporation (1990-1994)
• Senior Vice President Grup Korporat Perbankan PT Bank Biaga Tbk. (1990-1994)
• Komisaris PT Niaga BZW Securities (1991 - Maret 1999)
• Komisaris PT Niaga Factoring Corporation (1994 - Maret 1999)
• Direktur Niaga Finance Co. Ltd. Hong Kong (1994 - Maret 1999)
• Direktur Korporat Perbankan PT Bank Niaga Tbk. (1994-1998)
• Wakil Direktur Utama PT Bank Niaga Tbk. (1998 - Maret 1999)
• Wakil Komisaris Utama Bank Universal (Juni 1999 - Desember 2000)
• Staf Ahli Badan Penyehatan Perbankan Nasional (BPPN; Mei 1999 - Januari 2000)
• Wakil Ketua BPPN (Januari 1999 - November 2000)
• Direktur Utama Bank Danamon Indonesia (Oktober 2000-2003)
• Wakil Direktur Utama PT. Bank BNI Tbk (2003-2005)
• Direktur Utama PT. Telkom Indonesia, TBk (2005-2007)
• Presiden Direktur / CEO PT. Bank CIMB Niaga, Tbk (2008-sekarang)
ACHIEVEMENT
• President of India Trophy, 1973
• Beasiswa "Supersemar", 1978
• East West Center Award, USA, 1981
• Beta Sigma Award, USA, 1983
9. •Bank Indonesia enacted a package of major banking reforms known as the ‘October 1988 Package’ or PAKTO 88
•As a result of this, Bank Danamon became among the first foreign exchange banks in Indonesia, and became a
public company listed on the Jakarta Stock Exchange.
•Danamon has emerged as one of the largest and strongest financial institutions in the region.
•In the end of 1996, Danamon ranked as the third largest private bank by asset.
•In 1996, there was a boom in business for property and Danamon funded big projects but there was global crisis in
1997-1998 which made Danamon had non-performing loan for the big projects.
•As a result, the credibility of Danamon decreased sharply and there was a big rush by the customers
•1998,Badan Penyehatan Perbankan Nasipnal (BPPN) took over the management of Danamon to recover it.
•In 2000, 8 banks merged with Danamon. Liquidity problem happened and othe cases from the banks put Danamon
in the problematic situation. Moreover, Danamon still depended on the government’s obligation (recapbond)
•The high cost of fund and high rate of time deposit put Danamon on the risky state.
•In 2000, Arwin Rasyid, the chief director of Danamon did turnaround strategy and the big crisis bottomed out
•Danamon currently ranks as the sixth largest bank by asset size in Indonesia, and operates a
network of around 2,450 as of June 2014, including among others convenitonal branches, Danamon
Simpan Pinjam (DSP) outlets and subsidiary units.
10. DANAMON LAMA DANAMON BARU
Menjadi bank nasional terbaik
Mewujudkan visi dengan menjalankan
tiga nilai utama; integriras yang tinggi,
transparansi dan professional
Menjadi bank nasional pilihan
nasabah di sektor Konsumen
dan UKM
Menjadi bank yang Memberikan
kepuasan kepada pelanggan.
Percaya Pada Keyakinan Anda
VISI
MISI
Kami Maju karena Kepercayaan
Anda MOTTO
11. Simpanan
Tabungan SI PINTER
Tabungan SI PINTER adalah produk tabungan Danamon Simpan Pinjam yang memberikan manfaat perlindungan
asuransi serta memiliki keunggulan-keunggulan: gratis biaya administrasi bulanan, gratis asuransi jiwa (meninggal
akibat kecelakaan) dengan uang pertanggungan sebesar 15x saldo minimum tabungan dalam satu bulan atau
maksimal Rp 200 juta.
Deposito DSP
Deposito DSP adalah produk simpanan berjangka Danamon Simpan Pinjam yang memberikan keuntungan bunga
lebih besar dari tabungan dengan minimum penempatan Rp 1 juta.
Pinjaman
Dana Pinjam 50 (DP 50)
Pinjaman angsuran berjangka yang dapat digunakan untuk tujuan modal kerja dan investasi dengan:
Jangka waktu pinjaman : 6 - 60 bulan.
Besar pinjaman : Maksimum 50 juta.
Waktu pencairan : 3 hari kerja sejak dokumen diterima lengkap.
12. Dana Pinjam 200 (DP 200)
Pinjaman angsuran berjangka yang dapat digunakan untuk tujuan modal kerja dan investasi dengan:
Jangka waktu pinjaman : 6 - 60 bulan.
Besar pinjaman : 50 - 500 juta.
Waktu pencairan : 3 hari kerja sejak dokumen diterima lengkap.
Dana Talangan
Pinjaman jangka pendek tanpa jaminan untuk modal usaha atau keperluan lainnya dengan:
Jangka waktu pinjaman : 6 - 36 bulan.
Besar pinjaman : 2.5 - 50 juta.
Waktu pencairan : 2 hari kerja sejak dokumen diterima lengkap.
Dana Siaga
Pinjaman jangka pendek tanpa jaminan untuk modal usaha atau keperluan lainnya. Dana siaga diberikan kepada
Anda yang memiliki track-record yang baik di bank maupun di lembaga keuangan.
Jangka waktu pinjaman : 6 - 36 bulan.
Besar pinjaman : 2.5 - 50 juta.
Waktu pencairan : 2 hari kerja sejak dokumen diterima lengkap.
13. PRK DSP
PRK DSP adalah pinjaman rekening Koran Danamon Simpan Pinjam yang dapat ditarik kapan saja sesuai dengan
kebutuhan Anda.
Jangka waktu pinjaman : 1 tahun (dapat di perpanjang).
Besar pinjaman : 50 - 500 juta.
Solusi Modal
Pinjaman jangka pendek tanpa jaminan untuk modal usaha atau keperluan lainnya
Jangka waktu pinjaman : 6 - 36 bulan.
Besar pinjaman : 2.5 - 50 juta.
Waktu pencairan : 2 hari kerja sejak dokumen diterima lengkap.
Solusi Modal Khusus
Pinjaman jangka pendek tanpa jaminan bagi Nasabah Solusi Modal yang mempunyai track record baik di bank
Maupun lembaga keuangan.
Jangka waktu pinjaman : 6 - 36 bulan.
Besar pinjaman : 2.5 - 50 juta.
Waktu pencairan : 2 hari kerja sejak dokumen diterima lengkap.
14. • Low deposit/total liabilities
• High proportion of time deposit
• Expensive non deposit liabilities
Low Asset Yield
1
LOW
And
VULNERABLE
MARGIN
• Heavy reliance on recap bond (76%)
• Small loan base (LID 19%)
• 70% of recap bonds are
fixed-rate (12%)
• Low fee-based
income (5%)
2 3
High Interest Rate Risk
-
High Cost of Fund
15. Scale Network
1 2
Unproductive
Assets and
High Operating
Costs
6
5
3
4
Brand
Staff and Risk
Management
IT System
and Processes
compete against
large universal
banks
Fee -based
Income
• - Su-bscale to
- Low productivity
- Non- differentiated
- Mismatch location
- Unreliable, costly ATMs
• - Weak corporate
identity
• - Outdated logo
• - Poor communication/
advertising strategy
• - Fat-organization
• - Low productivity
• - Misallocation of staff
• - Poor skills
• - Lack of risk management
• Weak
presence in
trade finance
• - Rollout of new IT
currently underway
• - Cumbersome
processes in branch
- - - - - - - -
Situasi ini harus diselesaikan dalam waktu 6 bulan hingga 1 (satu) tahun …
16. Visi ke depan Bank Danamon kemudian diterjemahkan ke dalam Misi dan Pilar-Pilar Strategi yang akan
menopang masa depan Danamon yang baru…
VISION
To be the bank of choice in the consumer and SME
sectors
Financial
MISSION – To delight the customers
- Improve funding
composition
- retail lending focus
- increase fee- based
income
Delivery Channel
- integrated payment
system
- optimize branch network
- improve brand image
HR & Organization
- Increase productivity
- build sales and service
culture
- ensure Risk Mgmt.,
Compliance & Audit
CORE VALUES: Transparency – Responsiveness – Integrity – Professionalism
Liquidity NPL NOP
Cost to
Income
16
17. 27.9
42 41,4
45
40
35
30
25
20
15
10
5
0
2001 2002 2003
CASA
Prosentase Pinjaman per-Sektor..
Prosentase Loans thd Segmen
43
55
62
69
57
45
38
31
2000 2001 2002 2003
%
UKMK+Consumer Tahun
Korporat
Prosentase CASA thd Dana
Pihak Ketiga (DPK)
%
Laba bersih terus meningkat..
NET PROFIT AFTER TAX
339
723
948
CASA = Current Account + Saving Account
1530
2000 2001 2002 2003
Tahun
Rp Milyar
18. Peringkat “Service of Excellence” Danamon mengalahkan pesaingnya…
Nama Bank
PERINGKAT
2001 2002 2003
Bank Danamon 12 2 1
Bank Niaga 1 1 2
Bank Mega 3 4 3
HSBC 2 3 4
Citibank 4 5 5
Bank NISP 11 7 6
Bank Permata 6 11 7
BCA 10 10 8
ABN-AMRO 5 8 9
Bank Bukopin 10 6 10
Sumber: MRI, diolah kembali oleh Infobank, edisi April 2004.
Editor's Notes
Pada tahun 1984, di masa bangkitnya reformasi keuangan yang baru oleh pemerintah, Bank
Rakyat Indonesia, merubah jaringan Unit Desa nya untuk beroperasi di tingkat kecamatan.
Kantor-kantor Unit Desa tersebut dirubah dari agen penyambung program kredit dari
pemerintah yang bersubsidi untuk penanaman padi (BIMAS) menjadi intermediasi keuangan
mikro secara kormesial. Jaringan unit desa ini sekarang merupakan yang terbesar dan salah
satu yang paling menguntungkan pada jaringan perbankan mikro pedesaan di dunia
berkembang. Pada krisis keuangan tahun 1997-1998, sebagian besar nasabah keuangan
mikro BRI tetap percaya pada pelayanan keuangan yang ditawarkan oleh BRI unit, nasabah
tetap memelihara atau terus menambah tingkat tabungan mereka. Ketahanan pada sistem
BRI Unit Desa pada masa krisis jauh berbeda dari kerugian besar yang dialami BRI pada
pembiayaan korporasinya. Terlebih, bank mengalami kebangkrutan secara teknis, dan harus
dibantu oleh program restrukturisasi dan pembiayaan ulang, seperti yang terjadi pada
industri perbankan secara keseluruhan.
Sebagai konsekuensi langsung dari krisis keuangan, 82 bank komersial ditutup, 13
dinasionalisasi dan lainnya di rekapitalisasi atau digabung. Beberapa bank pemerintah
dikonsolidasikan menjadi lembaga keuangan yang lebih besar, yaitu Bank Mandiri. Kinerja 8
jaringan unit BRI selama masa krisis menyelamatkan BRI dari proses penggabungan
menjadi bank yang lebih besar. Dengan tutupnya bank-bank, banyak pemegang deposito
kecil kehilangan simpanan tabungan mereka, sehingga mengakibatkan krisis kepercayaan
pada lembaga keuangan.
Bank Danamon Indonesia (bank swasta yang mengoperasikan divisi khusus untuk kredit
mikro nya, yaitu Danamon Simpan Pinjam) melayani total 400.000 peminjam mikro dengan 11
total pencairan dana Rp.8.6triliun (USD 860 juta) di 2007. Rata-rata besaran pinjaman mikro
BRI adalah sekitar Rp 7.93juta (USD 793) per peminjam, sedangkan Danamon Simpan
Pinjam adalah Rp 21.5juta (USD 2150) per peminjam. BRI Unit juga memiliki pinjaman
tanpa jaminan dengan maksimum pendanaan sebesar Rp 5 juta (kira-kira USD 500) dengan
maksimum jangka waktu 2 tahun. Danamon Simpan Pinjam memiliki juga pinjaman tanpa
jaminan dengan maksimum pendanaan sampai dengan Rp 20 juta (USD 2.000). Perbedaan
mencolok dari kedua bank tersebut (bank pemerintah dan swasta) sangat kentara, baik dari
segi jangkauan dan besaran pinjaman yang dapat mereka berikan.
Pada tahun 1984, di masa bangkitnya reformasi keuangan yang baru oleh pemerintah, Bank
Rakyat Indonesia, merubah jaringan Unit Desa nya untuk beroperasi di tingkat kecamatan.
Kantor-kantor Unit Desa tersebut dirubah dari agen penyambung program kredit dari
pemerintah yang bersubsidi untuk penanaman padi (BIMAS) menjadi intermediasi keuangan
mikro secara kormesial. Jaringan unit desa ini sekarang merupakan yang terbesar dan salah
satu yang paling menguntungkan pada jaringan perbankan mikro pedesaan di dunia
berkembang. Pada krisis keuangan tahun 1997-1998, sebagian besar nasabah keuangan
mikro BRI tetap percaya pada pelayanan keuangan yang ditawarkan oleh BRI unit, nasabah
tetap memelihara atau terus menambah tingkat tabungan mereka. Ketahanan pada sistem
BRI Unit Desa pada masa krisis jauh berbeda dari kerugian besar yang dialami BRI pada
pembiayaan korporasinya. Terlebih, bank mengalami kebangkrutan secara teknis, dan harus
dibantu oleh program restrukturisasi dan pembiayaan ulang, seperti yang terjadi pada
industri perbankan secara keseluruhan.
Sebagai konsekuensi langsung dari krisis keuangan, 82 bank komersial ditutup, 13
dinasionalisasi dan lainnya di rekapitalisasi atau digabung. Beberapa bank pemerintah
dikonsolidasikan menjadi lembaga keuangan yang lebih besar, yaitu Bank Mandiri. Kinerja 8
jaringan unit BRI selama masa krisis menyelamatkan BRI dari proses penggabungan
menjadi bank yang lebih besar. Dengan tutupnya bank-bank, banyak pemegang deposito
kecil kehilangan simpanan tabungan mereka, sehingga mengakibatkan krisis kepercayaan
pada lembaga keuangan.
Bank Danamon Indonesia (bank swasta yang mengoperasikan divisi khusus untuk kredit
mikro nya, yaitu Danamon Simpan Pinjam) melayani total 400.000 peminjam mikro dengan 11
total pencairan dana Rp.8.6triliun (USD 860 juta) di 2007. Rata-rata besaran pinjaman mikro
BRI adalah sekitar Rp 7.93juta (USD 793) per peminjam, sedangkan Danamon Simpan
Pinjam adalah Rp 21.5juta (USD 2150) per peminjam. BRI Unit juga memiliki pinjaman
tanpa jaminan dengan maksimum pendanaan sebesar Rp 5 juta (kira-kira USD 500) dengan
maksimum jangka waktu 2 tahun. Danamon Simpan Pinjam memiliki juga pinjaman tanpa
jaminan dengan maksimum pendanaan sampai dengan Rp 20 juta (USD 2.000). Perbedaan
mencolok dari kedua bank tersebut (bank pemerintah dan swasta) sangat kentara, baik dari
segi jangkauan dan besaran pinjaman yang dapat mereka berikan.