Professional Documents
Culture Documents
BY GROUP 8
introduction
• Founding institution the Hong kong and
Shanghai banking corporation limited
• Established in 1865 by Thomas
Sutherland
• Headquartered in London, 7000 offices
in 81 countries, 170,000 employee
worldwide, customer base of 32 million
• Ranked 27 by market capitalization in
2001 in financial times global 500
• Won many awards for most admired co,
best co and best global bank by various
magazines and media publications
02/06/09 group 8 2
SALIENT FEATURE
• Improvised economies of scale
• Better use of resources throughout the
group
• Maintains the value of local decision
making and local accountability
• Matrix organizational structure
• Consists of 5 division
• Offering services like personal finance,
commercial banking, corporate investment
banking and markets and private banking
02/06/09 group 8 3
OBJECTIVES
• To become the world’s leading
financial service organization while
balancing earnings from more stable,
mature economies and those in more
volatile emerging markets
02/06/09 group 8 4
KEY ISSUES
• Currently HSBC is struggling in the
area of private banking
• HSBC continue to focus on becoming
customer driven increasing its
network and providing product
innovation
02/06/09 group 8 5
KEY PROBLEM AREA
• Problem in managing such a vast
network and product offerings
02/06/09 group 8 6
SWOT ANALYSIS
Strength Weakness
Strong capability in CB, PFS and •Less presence in private banking
certain parts of CIBM •Problem in maintaining vast
Large market share in Hong Kong network and product categories
Economies of scale through
various financial services
Historic strength in traditional
banking
Opportunities Threat
More room to grow in in Europe Service providers hijacking
outside the UK payment system/e system
Key opportunities lies in Asia Fast pace of consolidation among
specifically china and middle east peers, using acquisition to enter
Opportunities in Latin America new regions and business
02/06/09 group 8 7
BCG MATRIX
02/06/09 group 8 8
ANSOFF MODEL
02/06/09 group 8 9
DREK MODEL
• Niche and unrealized potential in
current
• In future it will be leader
02/06/09 group 8 10
POTTER’S MODEL
02/06/09 group 8 11
THE FIVE FORCES
02/06/09 group 8 12
CORE-COMPETENCY
• Economies of scale across all
financial servies product lines
02/06/09 group 8 13
COMPETETIVE ADVANTAGE
• Ability to implement a single
technology platform across the
business
• A pool of capital maintained at group
levels to meet unforeseen events
around the world
02/06/09 group 8 14
USP
• Large network with a wide range of
financial product offerings
02/06/09 group 8 15
DIFFERENTIATION
• Product innovation
02/06/09 group 8 16
CURRENT SCENARIO
• Development of global wealth
management
• Growing its commercial business
• Integration of corporate and
investment banking for large
costomers
02/06/09 group 8 17
PROPOSED SCENARIO
• Product innovation
• Growth in market share
• Increased global presence
• Increase in network and product
offerings
02/06/09 group 8 18
SUGGESTION
• Focus should be on using its strength
and revenue generated through high
market share products to that of low
market share products
• Proper maintenance of wide product
range and network
02/06/09 group 8 19
1. USING THE MODELS ILLUSTRATED IN THE CHAPTER, ANLYSE
THE EXTERNAL(MACRO) ENVIRONMENTAL OF HSBC and identify
the emerging opportunities and threats that will affect the future
investment of HSBC in the UK financial market.