A Case Study: Majujaya Bank Berhad
This purpose of this case study is to appreciate the application of strategic planning tools to facilitate the realisation of the objectives of Custodial Service Department of Majujaya Bank Berhad. Part 1 of this case has discussed the development of Majujaya Bank Berhad during the eighties wher...
محفوظ في:
| المؤلف الرئيسي: | |
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| التنسيق: | أطروحة |
| اللغة: | English English |
| منشور في: |
1997
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| الموضوعات: | |
| الوصول للمادة أونلاين: | http://psasir.upm.edu.my/id/eprint/7887/1/GSM_1997_3_A.pdf |
| الوسوم: |
إضافة وسم
لا توجد وسوم, كن أول من يضع وسما على هذه التسجيلة!
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| الملخص: | This purpose of this case study is to appreciate the application of strategic planning tools
to facilitate the realisation of the objectives of Custodial Service Department of
Majujaya Bank Berhad.
Part 1 of this case has discussed the development of Majujaya Bank Berhad during the
eighties whereby it was linked to the banking group from Sweden which owned thitty
percents of the bank. The association had provided synergy to the bank whereby through
the formation of Custodial Services Department, Majujaya Bank Berhad was able to
capitalise on the investment arm of the Swedish partner to generate fees based income
arising from trading and investment activities on the Kuala Lumpur Stock Exchange.
Due t.o the relatively small clientele base, the department was vulnerable when the
Swedish partner being the largest customer left the department as a result of changes in
ownership within the Swedish banking group. Realising the various internal as well as
external factors, the department head was working on plan to overcome the predicament
in order to meet all objectives of the department and the bank.
Part 2 of the case study has analysed the various factors by using the strategic tools
namely SWOT as well as SPACE models and concluded that the most appropriate
option for Custodial Services Department is to expand the business into the regional
markets via working with fund managers who invest in regional markets. In order to
proceed with regionalisation, the department needs to increase its efficiency and
effectiveness by streamlining its operation and expand the capability of the computer
systems while at the same time marketing its services to secure more customers.
It is through this approach at moderate scale that the department would be able to meet
its objectives of being a leading local as well as regional provider while at the same time
contributing to the bank's objective of achieving tier 1 by 1998. |
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