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Strategic Management - Group 3 Metrobank (1)
The Metropolitan Bank and Trust Company, commonly known as Metrobank, is the larget Philippine Bank in terms of its overseas presence and in terms of total assets. A group of Filipino incorporated Metrobank with the providing finances by the Filipino – Chinese community on September 5, 1962. Since then, Metrobank had been into business and had acquired its universal banking license on August 1981.
The major competitors of Metrobank are Banco de Oro (BDO) which is a commercial and leading local / universal bank in the Philippines. It is a major and largest bank in the Philippines in terms of assets, loans and deposits. Another competitor is bank of the Philippine Islands (BPI), which is the oldest bank in the Philippines and still in operation and it is the country’s 3rd largest bank and company in terms of assets. In these major competitors, Metrobank can maintain its market growth in the banking industry and can sustain its financial stability and continue to venture of branches abroad.
Based on the IFE and EFE Matrices in the previous factor evaluations, with the resultant result and scores were 3.00 and 2.41 respectively where in it a STRONG IFE Matrix and MEDIUM EFE Matrix plotted has on IE Matrix.
Based on the IE Matrix, the joint effect of the internal and external analysis falls GROW AND BUILD strategies wherein this section has divisions for intensive (Market Penetration, Product Development and Related Diversification); or integrative (Backward Integration, Forward Integration and Horizontal Integration) strategies where it can be most suitable in this division.
Based on the CPM Matrix of Metropolitan Bank and Trust Company obtained a weighted score of 3.20, while Bank of the Philippine Island obtained a weighted score of 3.40 and Banco De Oro obtained a weighted score of 3.50. Even if Banco De Oro has the highest weighted score, some of its factors have a varied score in rating and weight.
Metrobank should prioritize competitive advantage and make additional improvements with factors that have low on rating allocating additional advertisements as well as investments in order to catch up in the future.
Accordingly, our group had conducted strategies that involve the company’s collaboration with famous companies, which this can be an investment for reaching out to other well – known company to increase market share, share growth and company profits. Another is maximizing and upgrading of its branches’ computer technology and IT software and ATM needed in order to sustain its quality in their product and services. Lastly, focusing on weakness in SWOT Analysis is investing in budget for advertising. Referred in the CPM, it has a low ranking contrast to its opponent, wherein they promote their products and services to the public by advertising it on television or radio announcements.
By comparing, the strategies of Metrobank to its competitors can develop excellent organizational performance that can lead Metrobank to maintain its market growth. Basing on these strategies illustrated, there maybe changes after years to come, but it can entail corrective actions depending on Metrobank’s Market Stability during the following years to come. This can only be focusing on four perspectives: the company’s financial condition, for customer information, for business processing department and learning and growth development.
<!—[if !supportLists]—> II. <!—[endif]—>INTERNAL ASSESSMENT
<!—[if !supportLists]—>A. <!—[endif]—>Corporate Profile
Metropolitan Bank and Trust Company
Metrobank Plaza, Sen, Gil J. Puyat Avenue,
Makati City (632) 898 – 80000
The Metropolitan Bank and Trust Company, commonly known as Metrobank, has a diverse offering of financial products and services from regular banking to insurance, including corporate, commercial and consumer banking as well as credit card, leasing, remittances, investment and trust banking. In this instance, Metrobank is the second largest bank in the country.
A group of businesspersons established the Metropolitan Bank and Trust Company (Metrobank) September 5, 1962 at the Wellington Building in Binondo, Manila. In August 1963, the bank’s first branch in Divisoria was established. Metrobank has opened its Davao Branch four years later, the first provincial branch.
Metrobank was listed in the Philippine Stock Exchange in October 1980. It had significant ownerships in both local and international subsidiaries.
On August 21, 1981 the Central Bank authorized Metrobank to operate as a universal bank and granting them their universal banking licanse. In the same year the bank had entered ventures which they had tying up of owenerships with Philippine Savings Bank, travel agency with Thomas Cook Group in Thomas Cook Phils., Inc. (1986), Toyota Motor Corporation of Japan and Mitsui for Toyota Motor Philippines, Sumitomo Mitsui Banking Corporation of Japan, National Mutual Holdings Ltd. for Philippine AXA Life Insurance Corporation and ORIX for ORIX Metro Leasing and Finance Corporation.
Metrobank had top the private domestic bank in total resources of P8.8 billion in September 1982 also in the same year, Metrobank had outdo 200 marks of branches, subsidiaries and offices.
The bank continuously improved to have steady development growth in September 1989, it had raise from P2 billion to P5 billion. Additional to that, the bank’s total capital funds P57.3 billion in June 30, 2006 and also increased to P588.1 billion in the same period. As of June 2007, assets had reached P699.1 ($14.5 billion) (P46 = $1).
Metrobank Group has a combined network of over 800 local and international branches/offices, remittance offices and subsidiaries worldwide. On September 28, 2009 Metrobank was the first local bank to offer a line of CNY denominated offerings in banks.
<!—[if !supportLists]—>B. <!—[endif]—>Objectives
This strategic paper will be dwelling different objectives for maintaining, developing and improving the company’s function for its different objectives.
Annual Objectives are short-term milestones that the organization must achieve to reach the long term objectives while long – term objectives are implemented for more than one year wherein specific results were achieve by the company in pursuing its basic mission.
Short – Term Objectives:
<!—[if !supportLists]—>v <!—[endif]—>To provide quality services by training employees at proper HR
<!—[if !supportLists]—>v <!—[endif]—>To select target sales and develop more on market share
<!—[if !supportLists]—>v <!—[endif]—>To introduce other various products in very competitive prices
Long – Term Objectives:
<!—[if !supportLists]—>v <!—[endif]—>To allocate more budget for branded products offered
<!—[if !supportLists]—>v <!—[endif]—>To continuously approve the use of e-commerce to the company by providing modern technologies in its most convenience
<!—[if !supportLists]—>v <!—[endif]—>To expand its numerous branches locally and globally
<!—[if !supportLists]—>C. <!—[endif]—>Company’s Vision and Mission Statements
To be the best bank for all our stakeholders
We aim to be a premier universal bank of international standing, committed to creating and providing the best possible value for our core constituents – clients, employees, shareholders and the communities whom we serve.
We shall exert all efforts to transform every opportunity to expand our sphere of business activities intro instruments to help our constituents realize their own goals and aspirations.
We shall strive to reach a highly diversified customer base through an extensive distribution network at the same time delivering a wide array of premium – value products and services with distinctive quality.
We realize that our success depends on the quality of our people, the efficiency of our systems, and the strength of our organization. Hence, we shall continuously invest in our human resources to ensure a service force characterized by the highest standards of dignity, probity and professionalism.
We shall constantly endeavor to be more responsive to dynamic market conditions, flexible in coping with customer needs, innovative in leading the competition and united in pursuing common objectives. Our financial capability shall likewise be continually invigorated to maintain dynamism, growth and stability.
Recognizing our responsibility to our shareholders, we shall exercise judicious management to consistently provide them with fair returns and enhance the value of their investments.
As a responsible corporate citizen, we shall remain committed to making meaningful contributions for the economic and social development of the communities in which we serve.