3. Bank Profile
Key People, Financial, Products
Market share, Branches
Competitors
Internal Factor Evaluation
Major Areas To be covered
External Factor Evaluation
Poter’s Five Forces
Competitive Profile Matrix
Recommendations
Conclusion
4. Business Profile
Products
1. Deposits
2. Corporate Advances
3. Remittances
4. Miscellaneous
Location
Head Office
NBP Building I.I.
Chundrigar
Road, Karachi, Pakistan
Financial Facts
Revenue ▲PKR One Trillion
Surpass
Total assets ▲PKR Rs.1.035
trillion at the year end, up by
9.6% from year end 2009
Board of Directors
Qamar Hussain President
Nazrat Bashir
Tariq Kirmani
Haniya Shahid Naseem
Pakistan
National
Bank
5. Business Profile
Branch Network
Domestic network
(1266 Branches)
Agriculture branches
( 825 Branches)
Market Share
22% of Total Market
share in Pakistan,
Including Government
Entities
Competitiveness
All the Top Banks of Pakistan
Personnel
Permanent 13237
On Contract 842
Outsourced 2350
Total Staff Strength 16429
Pakistan
National
Bank
6. Branches & ATMs
Branch Networks
Islamic network
(5 Branches)
Online network
(156 Branches)
Overseas network
(32 Branches)
Swift network
( 12 Branches)
ATMs Network
ATM network
(ATMs 104)
Army Cant. Areas
(ATMs 136)
Owned By NBP:
(ATMs 107)
In Near Future
More to Come in near
2 to 3 months
Franchised Accounts
(ATMs 2000)
More to come
(ATMs 150)
7. Rating List
Financial Position of Commercial Banks
As On Dec 2010
World
Ranking
http://www.sbp.org.pk/publications/c_rating/index.htm
Name of Commercial Bank
Paid up
Capital
Reserves Assets Deposits Advances
Profit After
Tax
Earnings Per
share
Branch
Network
Credit
Rating Short
Term
Credit Long
Term
(Rs. Bn) (Rs. Bn) (Rs. Bn) (Rs. Bn) (Rs. Bn) (Rs. Bn) (Rs) (Nos)
Habib Bank 6.90 29.36 924.70 747.37 459.75 17.03 16.8 1400 A-1+ AA+
NBP 13.45 24.45 1035.02 832.15 538.61 17.74 13.2 1249 A-1+ AAA
Allied Bank 7.65 6.53 449.93 371.28 253.10 8.23 10.5 757 A1+ AA
MCB 7.60 40.16 188.75 2.10 274.14 0.12 22.2 1038 A1+ AA+
United Bank 1.22 2.41 69.88 56.28 37.65 1.77 9.0 1100 A-1+ AA+
First Women 0.28 0.23 12.70 10.20 6.31 -0.02 0.1 38 A2 BBB+
Bank of Punjab 2.27 0.00 0.19 0.16 0.13 -10.06 -19.0 272 A1+ AA -
Soneri Bank 1.87 2.03 108.11 82.02 54.68 0.13 0.2 90 A1+ AA -
Askari Bank 6.43 7.69 10.78 255.91 152.78 0.92 1.5 235 A1+ AA
Bank Al- Habib 7.32 4.30 301.55 0.25 0.13 360.20 4.9 277 A1+ AA+
Bank of Khyber 5.00 0.55 9.40 36.98 18.24 563.00 1.1 119 A2 A-
Bank Al- Falah 13.49 3.59 0.41 0.35 0.21 0.97 0.7 231 A1+ AA
Faysal Bank 7.31 7.35 250.71 195.31 135.06 1199.00 1.6 225 A1+ AA
KASB Bank 9.51 0.15 56.43 4.63 29.53 0.00 -2.9 41 A2 A -
Meezan Bank 6.98 1.38 154.75 131.07 0.42 1.81 2.6 207 A-1+ AA -
NIB Bank 4.04 8.46 13.66 99.17 74.57 1.49 0.2 240 A1+ AA -
Mybank 5.30 0.32 39.48 29.48 1.95 -1.04 -2.0 69
Atlas Bank 5.00 0.58 28.97 18.65 20.55 -1.01 -2.0 31
Standard Chartered 3.87 0.02 0.32 0.22 0.14 0.00 0.9 162 A1+ AAA
JS Bank 8.15 0.02 39.38 26.28 13.98 -0.41 -0.7 11 A1 A
Habib Metropolitan 8.73 5.60 1.34 160.31 119.83 2.81 3.2 98 A1+ AA+
Domestic
RatingExcel
18. Internal
Factor Evaluation
IFE
Strengths
Western union facility
ATM finder
Government's bank
Customer Satisfaction
Online Banking
Employee's loyalty
Wide area of services
Weakness
Lack of communication between employees
Punishment is not very strong for employees
Public dealing is not very effective
Staff shortage
Lack of respect of seniors
19. Key Internal Factors Weight Rate
Weighted
Score Comments “WHY??”
STRENGTHS
Large number of branches(1249 local +
22 int)
0.10 3 0.30
NBP is one of the oldest and first nationalized bank
of Pakistan
Alternate duties in SBP Absence 0.20 4 0.80
NBP is the only agent of SBP to collect Govt. dues
from both Provincial & Central Govt.
Deposits increasing 0.20 3 0.60
Due to its nationalization NBP has more deposits
than any other bank.
87% growth in advances in 2010 0.10 3 0.30
NBP issue’s foreign currency bonds & loans against
the gold to support Govt. to increase the foreign
reserves.
WEAKNESS
Lack of marketing effort 0.20 2 0.40
Due to lack of marketing effort NBP does not
promote its corporate image , services on a
competitive way
Inefficient counter services in the rush
hours
0.10 2 0.20
As ATM substitutes presenting cheques at counter
& en-cash it NBP does not have modern equipment
in their branches to give connivance to their
customers,
Lack of modern equipment 0.10 1 0.10
Due to lack of financial products NBP fails to
provide new & innovative schemes to their
customers as other big guns doing these things in a
very pretty manner.
Total 1.00 2.70
Internal Factor Evaluation - IFE
Conclusion:
The company knows its strengths and utilizing them effectively and efficiently in order to conceal its weaknesses.
Excel
22. Key external forces Weight Rating
Weighted
Score
Comments
OPPERTUNITIES
More Significant continuous growth in ASSETS 0.02 4 0.08
As NBP is the only public sector bank
so because of that reason no other
new bank will take over it.
Investment can increase with the rate deposits
increasing
0.05 3 0.15
Can enter in Consumer banking 0.05 3 0.15
265% increase in borrowings, they can be
decreased
0.05 3 0.15
Return on asset and return on investment can
increase
0.02 4 0.08
ROA & ROI can be increase by gaining
profit through improved electronic
banking.
can gain profitability through improved
Electronic banking
0.10 4 0.40
Leasing business 0.05 3 0.15
proper use of Wide range of products and
product line
0.05 4 0.20
New marketing strategies to invest money in
new projects
0.05 3 0.15
Because of the need of micro
financing in the market. NBP must
realize it and take step to cater an
ongoing demand for the agricultural
& industrial sector.
External
Factor Evaluation
Excel
23. Key external forces Weight Rating
Weighted
Score
Comments
THREATS
Merger of some of financial institutions 0.05 2 0.10
NBP faces threats of emergence of foreign
banks as these banks are equipped with
heavy financial powers & innovative ways to
promote their services.
Political pressure 0.10 1 0.10
Because of the change in political arena NBP
have to forward loans to those political
persons which creates a scene of insecurity &
demoralization in the customers.
2350 employees outsourced from single
source
0.01 1 0.01
265% increase in borrowings 0.05 1 0.05
Operating fixed assets increased 163% in
2007
0.10 1 0.10
Borrowings & operating Fixed assets are
increasing dynamically form 2008-10.
New products from private Pakistani and
Foreign Banks.
0.05 1 0.05
Quality of human resources. 0.05 2 0.10
Too slow in HR up gradation 0.05 2 0.10
Only single source is used for employees
outsourcing which effects quality of HR.
Establishment of new private financial
institutions and expansion
0.05 2 0.10
Return on asset and return on investment
decreasing
0.05 1 0.05
Total 1.00 2.27
External Factor Evaluation
The company is aware of the opportunities and taking suitable steps to cater them effectively and efficiently by
avoiding threats.
Excel
27. STRENGTHS - S
1. Largest number of branches.
2. Significant growth in assets.
3. Alternate duties in SBP Absence
4. More deposits than other bank
5. Employee benefits
6. 87% growth in advances.
7. Professional Competence.
WEAKNESSES - W
1. Operating fixed assets increasing.
2. Lack of marketing effort
3. Inefficient counter services in the
rush hours.
4. Lake of modern equipment
5. Investments problems
6. Long term contacts are not
maintained with customers.
7. Liquidity issue.
OPPORTUNITIES - O
1. Electronic banking
2. More Significant continuous growth in
ASSETS
3. Entry in consumer banking
4. Leasing business
5. Wide range of products and product
line can enhance the business.
6. New marketing strategies to invest
money in new projects
SO STRATEGIES
1. Investing in electronic banking.(6,1)
2. Growth in advances so investing in
new projects. (6,6)
3. Professional competence can lead
to new product lines. (7,5)
4. Large number of branches so
efficient for entering in consumer
market. (1,3)
WO STRATEGIES
1. Leasing business can solve
investment problems. (5,4)
2. Growth in assets leads to solve
the problem of modern
equipment.(4,2)
THREATS - T
1. Merger of some of financial
institutions.
2. Political pressure.
3. New products from private Pakistani
and Foreign banks.
4. Quality of human resources.
5. Outsourced employees
6. Establishment of new private financial
institutions and expansion.
7. ROA and ROI decreasing
ST STRATEGIES
1. Employee benefits can solve
union issues. (5,4)
2. More deposits can be utilize to
increase ROI. (4,7)
WT STRATEGIES
1. Pursue horizontal integration
buying facilities of small competitors
can resolve technology issues. (4,3)
2. Using new marketing strategies
new product lines and markets
should be introduced. (2,3) OR (2,6)
28. Portor’s Five Factors
EXISTING MARKET SCENARIO
Consumer Banking
Corporate Banking
Agricultural Banking
Islamic Banking
Investment Banking
Over Seas Money Transfer
SUPPLIERS
SBP & Gov. Pak
CUSTOMERS
1)Gov. employees
2)Overseas Pakistanis
3)Agricultural Sector
4)Revenue Collection Agents
(Got. Inst.)
5)institutional Investors
THREATS (NEW ENTRANTS)
Commercial Banks Islamic
Banks Agricultural Banks
Over Seas Money Transfer
THREAT OF
SUBSTITUTE
PRODUCTS:
Real State Gold
Other Banks
Excel
29.
30. 2010
Total Assets
Deposits
Advances
Investments
Shareholders' Equity
Pre-Tax Profit
After-Tax Profit
Earnings Per Share(Rs.)
Number of Branches
Number of Employees
1,035,025
832,152
477,507
301,324
103,762
24,415
17,563
13.05
1289
16457
2009
Total Assets
Deposits
Advances
Investments
Shareholders' Equity
Pre-Tax Profit
After-Tax Profit
Earnings Per Share(Rs.)
Number of Branches
Number of Employees
944,583
727,465
475,243
217,643
94,142
21,300
17,562
13.05
1,287
16,248
2008
Total Assets
Deposits
Advances
Investments
Shareholders' Equity
Pre-Tax Profit
After-Tax Profit
Earnings Per Share(Rs.)
Number of Branches
Number of Employees
817,758
624,939
412,987
170,822
81,367
23,001
15,459
11.49
1,276
15,441
National Bank’s Annual Reports
Financial Highlights
Rupees in Million
Excel Link
41. Internal External Resultant strategy
Large number of
branches(1249 local +
18 int)
+ Consumer banking = Should enter in consumer
banking
87% growth in
advances in 2010 + Leasing business = Entry in Leasing business
Lack of technology + Exit of competitors =
Pursue horizontal integration
by buying competitors facilities
Limited Investment.466
bn vs 173 bn
+
New marketing
strategies for new
products
= invest money in new projects
Employee benefits +
One man show in
branches =
Developing new employee
benefits packages to decrease
union threats
Matching Key Factors to Formulate Alternative
Strategies
42.
43. It is strongly recommended that NBP should automate its branches and develop a
powerful computer network for on-line banking.
Govt. should take keen interest to recover its bad debts, which can improve its
financial position.
HRM department must have a proper plan for placement of employees
NBP must give the proper attention toward increasing the customization.
It should establish a customer-oriented section in each branch for receiving him
respectfully and provide proper guidance that he requires.
Along with the officers, the training must also be given to the clerical staff.
44. There is also a need of proper recruitment and selection program.
New young talent should be introduced to inject the new ideas.
National Bank of Pakistan major fault is that wasn’t keep its pace with on going
changing in banking industry unlike other bank.
Latest reorganizing efforts are necessary to make it cost effective also making its
facility accordingly to modern banking. .
Bank management has to put its all efforts to introduce oriented culture in which
employees give important to the bank and its consumers.
The outlook and interior layout of the branches must be improved.
The procedure of taking services from the bank must be made easier and straight forward