The Operational Management Of The Hsbc Marketing Essay

The Operational Management Of The Hsbc Marketing Essay This paper aims to explain the operational management of the HSBC and how to develop and apply the concept of operational management, which refers to the operational routines that shape the way the firms strategic path is developed over time. There are total four task of analysis in this paper. The first task is to analysis the orientation of it organization and how this orientation affects the ability to deliver the key operational components for its survival such as speed, quality and flexibility. The second task is to identify the key changes within the organization. The third task, is to argue the case for or against to maintaining its orientation in the organization. At the last task is to discuss the important of new product development and how the operation can input in the development hence to reduce the risk of failure of products and services in the market. Outside the stakeholders are taking an increasing interest in the activity of the organization. Mainly look to the outer circle what the organizations has actually done such as: good or bad, in terms of its products and services, in terms of its impact on the environment and on local communities, or how it treats and develops its workforce. Out of the various stakeholders, the financial analysts who are predominantly focused as well as past financial performance on quality of management as an indicator of likely future performance. Flexibility- HSBC continues to enhance certain products development which the core to the companys customer group offering and some products will be managed or coordinated globally. These products include the HSBC cards, which exploits the experience and platforms provided by the Insurance, Cash Management, Household, for scale and international reach, Asset Management, Custody and Funds Administration, and Retirement Benefits. Quality- Besides that, improving the products, HSBC will ensure the customers that the company has the best capabilities, and will be able to offer a comprehensive service to their product expertise globally. Developing and improving their product is important because always aside from the trust of the consumers of the bank, this is also a good source of their profit for with good products and services, the HSBC can attract more customers and maintain old ones, and in turn, determine their success in the market, and maintain their reputation being the worlds local bank. Dependability- Through improving and developing their products and their services, the HSBC can deliver growth by enhancing their revenue generation culture, and this involves four aspects. These aspects including strengthening use of marketing as a key management tool of the business lines, rewarding revenue performance and penalizing mediocrity, focusing investment on businesses and geographies with largest growth potential, and benchmarking growth targets and achievement rigorously against peer group. Growth can continuously be achieved if these aspects will be implemented effectively and efficiency in the market. 1.3.2 The marketing strategic of HSBC HSBC launch the managing for growth program, which is a strategic plan that provides the company with a blueprint for growth and development the company business. The strategy builds on the companys strengths and addresses the areas where further improvement is considered both attractive and attainable. Its core values are integral to its strategy, and communicating them to their customers, shareholders and staffs is deemed as intrinsic to the plan. These values comprise an emphasis on long-term, high productivity through teamwork, ethical client relationship, a confident and ambitious sense of excellence, being international in outlook and character; prudence; creativity and customer focused marketing. The key marketing and business strategy for HSBC is as follows: Brand: make HSBC and its hexagon symbol one of the worlds leading brands for customer experience and corporate social responsibility. Personal Financial Services: drive growth in key markets and through appropriate channels to make HSBC the strongest global player in personal financial services. Consumer Finance: extend the reach of this business to existing customers through a wider product range and penetrate new markets Commercial Banking: make the most of HSBCs international customer base through effective relationship management and improved product offerings in all the Groups markets. Corporate, Investment Banking and Markets: accelerate growth by enhancing capital markets and advisory capabilities focused on client service in defined sectors where HSBC has critical relevance and strength. Private Banking: serve the Groups highest value personal clients around the world. People: attract, develop and motivate HSBCs people, rewarding success and rejecting mediocrity. TSR: fulfil HSBCs TSR target by achieving strong competitive performances in earnings per share growth and efficiency. 1.3.3 The marketing strategic perspective of HSBC The basis for HSBC to develop their strategies is aim to maintain their global competitiveness and reputation. The marketing strategic of HSBC delivery the following key operational components of: Speed- In order to effectiveness the fast product or service delivery and client relationships, the HR team would retain their individual specialist responsibilities and knowledge base on each business area would have a specific individual in the team to act as their client relationship manager (CRM). This is a simple change given that each team member based on their expertise, developed deeper relationships with certain business areas than others. The CRM give the team an up to date overview of all activities in several business area, the businesses challenges, needs and wishes at any point in time. This created a situation that often occurs in small HR teams with competent and enthusiastic members, namely over utilization by specific business areas and a focus on operational delivery. This is again a product of the way the business and team have grown. Team members keen to deliver good quality development to the business have jump at the opportunity to create a positive relationshi p where a need have to identify. Quality- HSBC is to maintain their position as the worlds local bank, which enables them to approach each country uniquely, blending local knowledge with a worldwide operation platform. This is a good approach for each of these regions are distinct from each other, having different culture and beliefs, making it difficult to implement a single project for all client around the world. The difference in this approach is to addressing the different needs of their customers, which is a good basis from the improvement of customer service at the business organization, and their aim is to find good solutions and techniques in the development and improvement of their rendered products and services. Dependability- Different geographies will provide different products or services to different customers. HSBC will concentrate activities on geographies where growth and critical mass and located. Such activities include global outsourcing strategy, which was also implemented by the company in several countries including in Philippines. The company was able to establish itself in call centers to provide their services in relation to sales and checking of accounts. Outsourcing contributes is to aim of HSBC to focus on the needs of their customers, for these all call centres are responsible for providing their customers with an information regarding their accounts. Call centres agents are also take responsible for answering the queries of customers regarding the company. Flexibility- Usually design or innovate new products or services to their customers, provide various products or flexibility services to fit different customers needs and ability to change the timing of delivery of its product and services to customers. 1.3.4 Comparison of orientation affect operational performance objective in HSBC Operational performance objectives Definition Product orientation Marketing orientation Quality Quality is consistent conformance to customer expectation. By providing high quality product and error free transaction of services to customers. Finding what customers want and expect by using research such as: survey, focus group for interview and other techniques that integrated customers voice. And research must reveal what the customers view of quality and whether customers are getting it. Speed The elapsed time between customers requesting products and services and their receiving them. Provide fast delivering products or fast transaction services to customers. Fast decision to change to improve customers satisfaction. Dependability Delivery or making available, products or services when they were promised to the customers. Different part of countries might deliver different type products or services. Different part of countries might have their own marketing strategy to its customers needs. Flexibility The degree to which an operations process can change what it does, how it is doing it or when it is doing it. Ability to introduce new or modified products and services to customers. -Ability to produce a wide range or mix of products and services. -Ability to change the level of output or activity to produce different quantities or volume of products and services over time. Ability to change the timing of delivery of its product and services. Cost One major operations objective, especially where companies compete with prices is cost. Low price is a universal attractive objective to customers, which can be achieved by producing goods at lower costs. Offer a reasonable price for a product and services that customers can afford to paid. In order to gain competitive advantage, the cost will be identifying through market condition and competitors performance. Task 2 2.0 Market Orientation Market orientation is generally regarded as the implementation of the marketing concept. The marketing concept is a philosophy of doing business, which puts the customers needs at the central of the organisation. In terms of the HSBC bank, the marketing concept starts with the customers needs as the top function of banking purpose. The HSBC must identify these needs and then decide which ones it should try to satisfy. The opportunity to meet bank objectives will occur through the banks efforts to determine customers satisfaction. 2.1 Key features of market Orientation According to Narver and Slater (1990) market orientation composed of three behavioral characteristics: Customer Orientation: understanding the potential customer needs in order to create an added value for him on a continuance basis. Competitor Orientation: knowing the strength and weaknesses as well as capabilities and strategies of key competitors. Inter Functional Coordination: coordinating use of the firm resources for creating high added value to target customers. Figure 1: Narver and Slaters view on market orientation. Source: Narver and Slater (1990). 2.1.1 Customer orientation The vital of this characteristic is to demonstration the understanding and commitment that results in enhanced value to the clients. The key behaviours of a customer approach include such as: providing services of values, researching customer needs, concentrating on needs, committing to customers, focusing on customers satisfaction; reporting and measuring satisfaction, and augmenting existing services. In order to focus customer orientation, HSBC should analyse the behaviour of their customers and using research such as survey, group focus interview and other technique that integrated customers voice to their expectation. 2.1.2 Competitor orientation This characteristic meets with the most resistance, who believe that competition amongst banks is unhealthy and counterproductive. But competition needs to be defined more broadly to include generic competition. Competition, from the viewpoint of the customer, is whatever will directly or indirectly satisfy a need. To understand the market, the HSBC must recognise that there is competition and that it is advantageous to benchmark the bank against other quantity programs and facilities that are offered by other banks as well evaluate the offerings from other generic competition. Key behaviours are open discussion of competitors; evaluating competitor behaviour; assessing competitor strategies; and examining opportunities for improvement. 2.1.3 Inter-functional Coordination The key indicator of this characteristic is the total commitment of all members to a marketing philosophy and the integration of marketing activities to provide value to the customer. Typical behaviours in HSBC should include those aspects: teams and departments working together to meet up customers needs, teams and departments sharing market information, teams and departments are integrating strategies, all sections working together to offer great value to customers, and the teams willing to share the resources. 2.1.4 Long-term Growth Focus HSBC normally regard a five year cycle as long term, claiming that the environment is too uncertain to plan beyond this time frame. Despite this, research indicates that organisations should develop a strategic plans, or strategic intentions, that go well beyond a five year cycle. Behaviours associated with this aspect include: adopting a long term focus in matters of expansion or survival, attempting to service all customers (shareholders, suppliers, staff and so on)in the long run, aiming for effective organisational performance in the marketplace, implementing and identify new value added services, and identifying the overcoming deficiencies in banking services. Task 3 3.0 Where Industry Life Cycle comes from? The industry life cycle imitates the human life cycle. The stages of industry lifecycle include fragmentation, shake out, maturity and decline. (Kotler, 2003) 3.1 Current industry life cycle in UK retail banking Figure 2: the banking industry life cycle (Source: from FSA website)1987 2009 Growth in UK bank has increased dramatically, and the rate of return on equity substantially exceeds the cost capital. UK banking has been a high growth, high return business and leading UK banks show some of the highest market capitalization in the EU. In the past twenty years the proportion of UK households with a bank account has risen dramatically (from 60% in 1980 to 94% in 2009). The number of service that a bank sells to a typical customer has also increased dramatically. In 2009, a bank typically cross-sells the current-account customer to a variety of other services, including likes mortgage, credit cards, personal loans, life and general insurance, car insurance and investment product such as mutual trust and unit trust. Besides that, technology has enabled banks to perform their retail business more efficiency. Advances in communication and information technology have driven down the cost of processing and made it feasible to perform this processing remotely from the banks branches. The introduction of cash machine, internet and phone banking has driven the cost per transaction. So did the consolidation of banking enterprises via merger and acquisition. Together, the expansion in revenue and the reduction in unit cost have lead to dramatic increase in profits from UK retail banking. 3.3 The reason to maintain its orientation in HSBC It enables continuous learning and knowledge accumulation through continuous collection of information about customers and competitors and using information to create superior customer value and competitive advantage. Will confuse customers if bank keep changing its orientation. High risk to change its orientation most of them might face failure in changing a new orientation. Changing may be costly and wasteful of resources such as time to re-training staff into new orientations, RD costs, switching costs, increase advertisement cost and marketing cost. Changing orientation will affect the organization in culture, management, leadership and operational. The operational efficiency and effectiveness is improved if orientation maintained. 3.3.1 The important of maintain marketing orientation and product orientation in HSBC Marketing Orientation Product orientation Is an organizational culture that most effectively and efficiency creates the necessary behaviours for the creation of superior value for buyer and thus, continuous superior performance business (Narver and Slater, 1990). The important to maintain marketing orientation because it usually focus the following advantages aspects: Increased profit through improved customer satisfaction. New opportunities occur due to greater understanding of markets, customers and competitors. Tapping into the knowledge of employees and directors more effectively. Improved understanding of customer requirement. Product and service development strategies greatly improved. Increase level of employee satisfaction Systems to raise both customer retention and customer acquisition. Development of a learning culture. Besides that, marketing orientation can facilitate the HSBC to compete by following sustainable competitive advantage: Creating a link between customer wants and organizational strengths Consider the competition from the customer perspective Creating and maintaining superior value through effective application of the marketing mix. A product orientation leads to marketing myopia (Levitt 1960), by focusing on the product rather than the customers needs. The advantages to maintain product orientation are as follows: Quality should be guaranteed. The product is consistent (any changes are progressive). Future activities are more predictable. 3.4 The reasons against maintaining its orientation in HSBC The environment (such as technologies) keeps changing, and maintaining the orientation may keep the bank off-track with competition. Operations need adjustment to keep with the changes. To attract new customers and sustainable competitive advantage. Where, organization will faced lost confidence or lost attractive by customers with current orientation. Customers have become more demanding to improved services such as: Shorter waiting time, 24/7 services, reduced lending rates, shorter loan approval period, etc. Bank may have to adjust its operations to take note of the changes. To improve reputation- by changing new orientation might help organization to improve well known reputation. To keep growth of product or services in its all market. Task 4 4.0 The new product development process The new product development process (NPD process) can be defined as a disciplined and unambiguous set of tasks and steps that describe the normal means by which an organization repetitively converts embryonic into saleable products or services. Two commonly used NPD process models are described as follows: A five-stage framework linking new product development opportunity to design, testing, information, and profit management. The stage-gate system that recognize the importance of cross-functional teams, parallel processing in activities, and up-front predevelopment activities in the NPD process. Testing Introduction Profit management Design Opportunity identification Stage 1 Preliminary assessment Stage 2 Business case preparation Stage 5 Full Production/ market launch Stage 4 Testing and validation Stage 3 Development Figure3: Two commonly used NPD process Models Primarily (Source: World Class Theory and Practice (International Edition) 4.1 The importance of new product development NPD is typically important for an organization. The importance for ongoing innovation is discussed by Lancaster and Massingham (1993,p. 128) is today, most organizations must either innovate or go out of business. Clearly, then, innovation and the new product development which such innovation gives rise to is not just desirable but is essential to long-term market and competitive success. 4.1.1 Sources of Competitive Advantage HSBC innovate and develop new products or services are because the new products or services offer them unique opportunities for competitive advantage. For example: HSBC was the first bank to launch TV banking and has returned to profitability. The early movers also have the advantage of taking a leading role in setting HSBCs standards for the emerging product categories. 4.1.2 Market Share Gain New product introduced in the marketplace provide additional first mover advantages to the organizations. By developing new products, HSBC can quickly capture a big share of the market before competitive products are introduced. For example HSBC creation of a joint-venture with Merrill-Lynch to create a new Internet based global banking service. 4.1.3 Higher profitability During the early stages, a new product faces less competition than a product in a mature; therefore, its profitability tends to be higher. As the market becomes saturated with several competitive products, prices start falling and profit margin decrease. This general trend is observed in HSBC. 4.1.4 Enhancement corporate image and Brand Name The development of innovative and creative new products will create HSBC in very powerful source of goodwill and creates a positive of corporate image. It is not easy to assign a monetary value to the goodwill associated with enhance corporate image results from new product development. At the same time, brand equity measures used in marketing show that organizations with more successful new product development efforts command higher respect from customers, which leads to enhanced long-term profitability. 4.1.5 Operating Cost and Capacity Utilization HSBC constantly innovate also identify better approaches for producing products. The product development effort is often closely linked with process development. Therefore, over a period of time, production cost is reduced, leading to enhance profitability. Furthermore, new products provide the opportunity for enhance sales, as the demand or older products decreases over time. Therefore, HSBC can continue to operate at a similar capacity id it continues to innovate and introduce new products. 4.2 The operational input into the development of TV banking in HSBC Research found that different development presents different strategic and operations types of actions in HSBC. An example to development TV banking in HSBC, this project involved the development of a new technological capability to manage transactions by TV remote control. Figure 4: The initiative development characteristics Initiative Exploration vs. exploitation The major issue of the initiative Capital investment Decision making style successful Life span (years) TV banking Exploration Technology Medium Top-down Yes 3 The operational inputs into the development are base on 3 stages such as follows: 4.2.1 The First Stage Idea Generation Primarily focus on the initial stage of the initiative and examine the factors that shape the idea as it emerges. This section has two main themes. The first themes is focuses on the origin of each of the initiatives; and the second themes is focuses on the way in which the initiative gains initial approval. In HSBC the major source of initiatives came from senior managers who were following an idea of their departmental mission. The other factors in Harts (1992) categorization were not found to be significant. They are the ways in which the initiatives initials ideas were spark: The investment in TV banking: The first contact came when the other party in the venture approached the bank. At primary, the decision was not to invest in the firm, since the project did not fit the banks requirements. Six months later SKY and BT approached the Head of Strategy, who took the lead. Since the other party changed their requirement for a bank partner, it was possible for the bank to accept the offer. According to Burgelman (1983) the ideas for initiatives in his research cases came from the line managers and was based on technological development possibilities. But my opinion reveals different sources. In my opinion the idea for each initiative emerged from the senior level of management, based on a view of the departmental mission. In order to development TV banking in HSBC, the first step was to organise an informal meeting between a senior member of the top team and the initiator. Without this initial approval, the initiator cannot continue with this project. The development of TV banking projects was presented to the GM of Marketing, who decided to adopt the idea, and the department will began to plan the project in detail. The beginning of the working project involved collaboration with different departments. After finished the concept creation part of the project the marketing department started to think about implementation. And the next steps, the marketing department will took it to implementation planning. 4.2.2 The second stage- Concept development In the second stage, the initiatives basic concept that was permitted by one of the top team is developed into a concrete plan. This plan will be executed in the third stage of development- the implementation stage. This section is discussing two main issues: The development of the concept The preparation for implementation During this stage the bank forms two-layer management style for concept development and implementation. In this management structure, each project has a steering committee and an operational committee that collaborate on the concepts development of the concept and implementation. Looking to the concept development, the process is separated into two parts: Focuses on forming the concept-The initial work on the initiatives concept the study is done by the initiator by using external and internal sources. In the TV banking project the project manager began to form organizational support for the project only after the investment decision and a six-month period of planning and studying the projects needs in the SDU offices. Then, the whole implementations design was conducted by the Marketing Department. Focuses on extending the concept and developing the role of each department in the development of the initiative- By explore the implications for the perceived success of initiatives. In the TV banking project, the planners included more scope for benefits then were initially thought possible. 4.2.3 The Third Stage-Implementation In the third stage of the development is implemented. The main concern of this section is to look at the administrative system through which implementation is achieved. The bank has to develop a particular system through which it conducts its projects. This involves two-layer management structure. The first layer of the management structure is the steering committee, which is headed by the project sponsor, who is usually a senior general manager in the department responsible for the project. The other members of the steering committee are managers from project-related departments. The second management body is the working committee. Figure 4 portrays the structure of development TV banking. The solid line arrow represents the chain of command for the project, and the black down arrow indicates that the steering committee consists of the managers or their department representatives in the working group. When the project is particularly complex, as in the TV banking project, the project itself is divided into many sub-projects, and each may having its own operations committee. However, the whole project has one coordinating operations committee. The project manager, who heads the co-ordination committee, reports to the project sponsor on the development of this committee. Thus, the whole project has one steering committee and one coordinating operations committee. Normally, the steering committee meets once a month (but this can vary according to need) and the operation committee meets once a week. The steering committee includes in the management level of the department, while the operation committee includes in the members of staff who actually conduct the project. The steering committee needs to solve and support the operation committee in all the problems it faces. These could be external or internal in the firm. External in the firm such as: the choice of technologies and the market. Whereas, internal in the firm they could be such as: internal communication and negotiation to priorities objectives between departments. The project sponsor The steering Group The project manager The working Group Figure 5: The two layered management structure 4.3 Step to reduce Failure on new development In order to reduce the risk of failure of products or services in the market, HSBC can utilize marketing research. At the heart of any product success by truly understanding of consumer wants and needs, and how HSBC new product could fill those needs in a meaningful way. There are four steps to follows: Step one: Market understanding HSBC can use tools such as qualitative research, category assessment, and segmentation to understand the competitive landscape, why consumers buy certain products, how they use those products, and what unmet needs they may have. Step 2: Apply that insight in concept development Here HSBC can use brainstorming, concept testing, and volumetric forecasting to generate new product ideas, identify areas for improvement, and determine which products are most promising. Step 3: Building on that knowledge, HSBC can move to product development In this step HSBC can use marketing research tools such as product testing, packaging research, pricing research, and claim substantiation help them to understand how their product performs in real-world conditions, how it compares to competing products, and what competitive claims HSBC can make. Step 4: After product launch, HSBC move to product management. HSBC can use tools such as customer satisfaction research, tracking research and promotion assessment to determine key metrics related to competitor comparisons, product awareness, consumer usage, and optimum marketing approaches. While theres no sure-fire way to ensure product success, marketing research is cruci

Solutions Managerial Accounting

A company usually has a small number of processing departments, whereas a job-order costing system often must keep track of the costs of undress or even thousands of jobs. In a process costing system, a Work in Process account IS maintained for each separate processing department. 4-5 The journal entry would be: work in process, Firing XX Work in Process, Mixing . The costs that might be added in the Firing Department include: (1 ) costs transferred in from the Mixing Department; (2) materials costs added in the Firing Department; (3) labor costs added in the Firing Department; and (4) overhead costs added in the Firing Department.Under the weighted-average method, equivalent units Of production consist Of units rendered to the next department (or to fin- each unit transferred out of the department is counted as one equivalent unit-?regardless of in what period the work was done to complete the units. Under the FIFO method, only the work done in the current period is counted. Units t ransferred out are divided into two parts. One part consists Of the units in the beginning inventory. Only the work needed to complete these units is shown as part of the equivalent units for the current period.The other part of the units transferred out consists of the units started and completed during the current period. -10 The weighted-average method mixes costs from the current period with costs from the prior period. Thus, under the headquartering method, the department's apparent performance in the current period is influenced to some extent by what happened in a prior period. In contrast, the FIFO method cleanly separates the costs and work of the current period from those of the prior period.This makes the FIFO method superior to the weighted-average method for cost control because current performance should be measured in relation to costs of the current period only. 4-11 Operating departments are the units in n organization within which the central purposes of the organi zation are carried out; these O The McGraw-Hill Companies, Inc. , 2008. All rights reserved. Solutions Manual, Chapter 4 departments usually generate revenue. By contrast, service departments provide support or assistance to the operating departments.Examples of service departments include laundry services in a hotel or hospital, internal auditing, airport maintenance services (ground crews), cafeteria, personnel, cost accounting, and so on. 4-12 Service department costs are allocated to products and services in two stages. Service apartment costs are first allocated to the operating departments. These allocated costs are then included in the Operating departments' overhead rates, which are used to cost products and services. 4-14 Under the direct method, interdepartmental services are ignored; service department costs are allocated directly to operating departments. -15 under the step-down method, the costs of the service department performing the greatest amount of service for the other service deep retests are allocated first, the costs of the service department performing the next greatest amount of service are allocated next, and so Roth through all the service departments. Once a service departments costs have been allocated, costs are not reallocated back to it under the step-down method. 4-13 Interdepartmental services exist whenever two service departments provide services to each other. O The McGraw-Hill Companies, Inc. , 2008.

Thesis story

Being smart on handling one’s money is one of the fundamental ways how to become rich. The fact that money, no matter how much it is, can flee from our hands even in just mere seconds is a thing to keep in mind. So we should learn how to save and invest our money in a trust-worthy institution with good facility with a service admirable in regards to its quality. Banking is indispensable in the modern world as it connects savers and borrowers. If you are a â€Å"saver†, where would you save your treasures efficiently?Saving it on a chest or a vault is bold stupidity. Banks pay you interest because they loan your money to those who have ideas to use it. This is where â€Å"borrowers† enter. Banks do charge them interest but they will have money for innovative business ideas, providing jobs for people, and stimulating the economy. If you are a consumer, you can use banknotes as a medium of exchange. Remember, without banks, there would be no money for The Bangko Sen tral Ng Pilipinas (BSP) is a bank as well who produces money for the nation.Banks are  financial institution  and a  financial intermediary  that accepts  deposits  and channels those deposits into  lending  activities, either directly by loaning or indirectly through  capital markets. A bank is the connection between customers that have capital deficits and customers with capital surpluses. In other words, it is the middleman to those who are in need and to those who can give. There are two forms of banking institutions. A banking institution can either be a Government or Private banking Institution.The difference between the two is A Government bank is a bank where the Government has a minimum 51% or more stakes in that bank. A Private bank is a bank where the Government does not have any stake. But, both types of banks have to follow the same laws applicable to them. In either way, a bank no matter what form it is, will always make sure that our savings earn int erests and make the money they have in their hands rotate on the economy to provide financial growth. Statement of the Problem This study aims to assess the pproduactivity, profitability, and customer satisfaction of selected banking institution in Metro Manila.Specifically, it answered the following questions: 1. 0 What is the profile of the participants in terms of the following variable; 2. 1 Name of the bank 2. 2 Campaign Advertisement 2. 3 Vision 2. 4 Mission 2. 5 Foundation 2. 6 Number of Branches 2. 7 Subsidiaries and Affiliates 2. 8 Number of Employees 2. 0 What are the things involve in the production of each respondents in terms of: 2. 1 Organizational Chart 2. 2 Management Plans and Principles 2. 3 Product and Services 3. 0 What is the status of the respondents with regards to the profitability of the institution under two conditions: 3. 1 Financial Statement Prior Year . 2 Financial Statement Current Year 4. 0 What is the standing of satisfaction of customers in the resp ondents’ way of production in terms of: 4. 1 Security of the customers’ deposits 4. 2 Interest return offered 4. 3 Effectiveness of respondents’ products and services 4. 4 Service Comfortability 4. 5 Affordability of Interest payable in loans 5. 0 Is there any significant relationship between profitability, pproduactivity, and customer satisfaction when the respondents are group according to their profile? Hypothesis There’s not much of any difference between the operations of a government and a privately owned bank.The factors that affect the iinvestors to choose are the offers, location, and services. Significance of the Study The purpose of this study is to provide information and answer the stated problems to help those who are in need if they will be investing. Through this study the future readers may find out what are the factors to consider when putting their investment in the line. This study conducted can be help in any of the readers: Iinvestor s / Potential Iinvestors – To identify and be aware how to invest their money and feel safe and lessen the risk about the decisions they will make.Job Seekers – be able to know where to file their application and put their talents and skills in full potential. Future Seekers – This study will serve as guide for future researchers who will conduct a study with about this topic. Further research should be made regarding this topic. Scope and Limitation of the Study This study was conducted to know the status of pproduactivity, profitability and customer satisfaction of selected banking institution in Metro Manila. The researchers focused on three banking institution which are MetroBank of Metropolitan Bank, Bank of the Philippine Islands and Landbank of the Philippines.

Western Dominance And Its Effects On The Global Economy Essay

Modern history is composed of many false narratives of western dominance coming about as a result of some type of superiority, whether it was the European thought process, religion, culture, or even skin color. Western dominance, however, did not come from a place of superiority, but rather a streak of luck that allowed European countries to begin to colonize the rest of the world, cutting the world up into a few powerful colonial empires. Although today these colonial empires have diminished somewhat or entirely, the neoliberal policies and institutions that were put in place in the nineteen seventies continue to perpetuate the same power and economic inequalities that had been felt by colonies, on the current global economy. Neoliberalism reinforces the unequal power relationships through mechanisms that are designed generally to benefit the developed countries of the global north, while exploiting the cheap resources contained in the global south. The colonial division of labor wa s the tool of choice that European power’s used to develop their infant industries to become competitive on the global market. Before the European or western rise to power, China and India were the dominant forces in global trade, exporting some of the finest products worldwide. The fall of the Chinese and Indian trade dominance coincided with the rise of European colonizing. 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The pressing issue that the UK government will have to face is what we to do with suchRead MoreWestern Civilization And Its Impact On The Wider World860 Words   |  4 PagesWestern civilization has had an enormous outsize impact on the wider world in the last two centuries, primarily through spreading western ideas and assumptions about society. The source of the capability of these western civilizations to impact other regions of the world comes from their political philosophies. The two political philosophies that have allowed western civilizations to have such an impact are Leninism and libe ralism. Both of these political philosophies generate immense power for aRead MoreWesternization Is The Result Of The Contact Between Western And Non Western Cultures962 Words   |  4 Pagesthe contact between western and non-western cultures. Beginning in the fifteenth century and playing out until the nineteenth century, colonialism and neo-imperialism by means of the Euro-Atlantic economy’s authority, played a major part in the spread of western culture. For example, even after decolonizing and becoming their own countries with their own governance, many former-colonies adopted aspects of western politics, even if they firmly opposed other aspects of western culture. Twentieth-centuryRead MoreHow Foreign Cultures and Media Influence Local Cultures, and Whether Local Cultures Are Eroded by Foreign Influences and Media969 Words   |  4 Pagesglobalisation means the extending and deepening interdependencies of countries worldwide through economic, political and cultural i ntegration. As the primary driver of globalisation, mass media plays a decisive role in the process of globalisation, spreading Western products, ideas and values around the world, which has created a profound influence on local culture of other countries. Thus, it is important to study how foreign cultures and media influence local cultures, and whether local cultures are erodedRead MoreAn Analysis of Cultural Communication1120 Words   |  5 Pages socio-economic context, cultural issues have apparently been treated as the questionable point of global debate. It seems quite evident that other aspects of globalization or of localization are determined by the manifestation of culture. All in all, culture is bound to influence and have diverse effects on global communication in days to come. It is nothing but global market and political economy that are intercepting to make people more connected than ever before through indirect and direct communicationsRead MoreWestern Global Colon ial Empire Building And Decline1956 Words   |  8 PagesWestern Global Colonial Empire Building and Decline By: Max Dayton Colonial Expansion started as early as the fifteenth century with the European expansion into the Americas. It wasn’t until the nineteenth century that was known as new imperialism (notes). During this time, new imperialism sparked the colonial empires expansion and this caused the colonial empires completely take off. These imperialist powers were inspired and motivated to build these colonial empires due to the economic, political