Trinidad And Tobagos Banking Industry Analysis

Trinidad And Tobagos blasphemeing Industry digestThe chamfering pains in Trinidad and Tobago has somewhat changed in the past few years. This resulted in the entree of some bounds and the re-entry of others. This paper strategically analyses the current strategic typeset of one of the major banks, prime(prenominal) Citizens (FC). initiative Citizens depone is a member of the jump Citizens Group, which consists of original Citizens lodge containFirst Citizens Asset existenceagement LimitedFirst Citizens Trustee Services LimitedFirst Citizens (St. Lucia) LimitedFirst Citizens Securities Trading LimitedCaribbean Money Market Brokers (CMMB)For the purposes of this paper, First Citizens Banks current strategies that ar being utilised to fulfil its goal argon critically analysed along with its internal and external environment, which ramp up the forces that drives change and the recognise success factors that sustains competitive advantage. All these factors give rise to the SWOT analysis of the bank, which matches the bank resources and capabilities to the competitive environment in which it operates.1.2 BackgroundFC Bank is the first indigenous bank of Trinidad and Tobago and was formed in 1993 out of the amalgamation of three failed financial institutions namely The Workers Bank of Trinidad and Tobago 1989 Ltd, Trinidad Co-operative Bank Ltd and The National Commercial Bank Ltd. It is the third man-sizedst bank in Trinidad and Tobago and the fastest growing. Over the years, FC Bank has locomote one of the regions leading and virtually dynamic financial product and observe willrs. This position is raise strengthened by the acquisition of CMMB one year ago. The leaderships robustness at the bank has championed the industry in technology, innovative product onwarderings and profitability, which earned them many an(prenominal) awards, with the most recent being World Finance magazine Best Bank, Trinidad and Tobago 2009.2.0 DEFINING THE IND USTRYThe banking industry is part of the Financial Services Sector, which is highly modulate by the Financial Act of Trinidad and Tobago. The Financial Services industry comprises of credit unions, investment banks, amends companies, mutual funds and so on All the aforementioned offers standardised run as retail banking as per a regular bank, but the Commercial Banking Sector consists of all financial institutions permitted the Financial Services Act and authorize by the telephone exchange Bank. There atomic go 18 a number of commercial banks approved by the rudimentary Bank and registered under the act, these includeFirst Citizens Bank LimitedRepublic Bank limited (RBL)Royal Bank of Trinidad and Tobago (RBTT)Scotiabank LimitedCitibank (Trinidad and Tobago) LimitedFirst Caribbean International BankIntercommercial BankBank of BarodaFor the purpose of this paper, this would be defined as the industry and would be the basis on which analysis is made.3.0 ORGANIZATIONAL FRAMEW ORK3.1 Vision, Mission and Objectives of First CitizensFirst Citizens vision is To become the most competitive group in Trinidad and Tobago with a well established international presence. While the mission is to build a highly profitable financial services franchise renowned for innovativeness, service excellence and sound bodily governance. To achieve the aim FC foc employs on continuous improvement of systems and products, building a strong strand of knowledge and skilled hammerers and creating strategic partnerships in key spheres that add cherish to the franchise.The mission is underpinned by the core value, which assist the employees in the achievement of the mission. The core values beCommitment to excellenceCommitment to nodesCommitment to integrityCommitment to financial strengthCommitment to employeesCommitment to continuous improvementThe main prey of the bank is to improve profitability with a major focus on its return on equity. The main objective is supported by secondary objectives, which atomic number 18Leveraging Technology to create trust in the banks systems and procedureReducing overheads costs while simultaneously change magnitude revenuesAggressively increasing assets, contributes and fund bastardlyWidening the range of products and services primarily in the discipline of internet and active (electronic) bankingImproving First Citizens risk precautionImproving the Groups image and service qualityDeepening the human resource competenceThese objectives are quantified using the counterpoise scorecard, which sets specific targets needed to be achieved in order to achieve the organisations objectives. In order to achieve the objectives, each branch manager, department and unit is required to produce a balanced score card, which eventually sums to the overall chargeal scorecard.3.2 dodgeIn order for the vision, mission and objectives of FC to become operational strategies must be implemented. Figure shows the alignment of Firs t Citizens strategies with its vision. The use of the groups balance has made strategy qualification and organisational coordination reflect the top-down manner in which strategy is developed and communicated. The banks existing strategies is summarised using Ansoffs Directional Matrix (see figure).From the Directional Matrix, FC Banks diversification strategy exemplifies the Banks thrust into a wider and more competitive industry. This is indicates that boundaries that separate traditional banking from other type of financial services are being eliminated, this is as well an indicator of the industry in its adulthood stage (indicated in a later chapter). Although the strategy is that of diversification it involves a broad market scope. The strategy involves leveraging technology to provide excellent customer service especially since FC is always first to market. It is the technological advancement, that is the banks core competency and some features ( prompt point of sale) gives it its distinctive capability.4.0 THE dynamics OF THE EXTERNAL ENVIRONMENTAll organizations are inextricably associated with its external environment, regardless of the country to which it belongs. This association influences how the organization operates and the products or services provided. The external forces may facilitate or inhibit organizational mathematical operation and may form limits with which the organization is able to function. These forces shape how the organization defines itself and how it articulates its goals, objectives and strategies. An analysis of the external environment assists in understanding the forces or factors that shape the organization.4.1 PEST AnalysisPEST analyses the external macro-environment in which an organization operates, ground on political, stintingal, social and technological factors. These factors are beyond the control of the organization but must be considered in formulating the strategies of the organization.PEST Analysis for Fir st CitizensThe Political climate of Trinidad and Tobago has remained quite stable over the past twenty years. This has led to implementation of legislations that improved faculty and reduced costs (banking fees) in the Banking sector, but rush also reduced margins and fee income. The latest legislation implemented is the Anti-money Laundering legislation, in which most of the countries in this region is adopting. This law has sought to increase the transparency of banks and attempts to lower the credit risks of the country in which the bill is implemented. The banking industry over the years has dynamically evolved this phylogenesis has led to the opening of the banking industry (regionally) or relaxation of entry requirement for large overseas banks, for example, the entry of the Bank of Baroda. This has led to further diversification of the banking sector that inevitably breeds competition. However, although competition creates innovation, this threatens the profitability of th e current banks in the market as larger more capitalized banks push aside undercut the local banks and decrease their market size. These foreign banks operate as loss leaders to steal market fortune and further diminution opportunity in an already saturated market. As a result, in recent years thither see been re-entry of banks into the sector e.g. First Caribbean International Bank (FCIB). Furthermore, FC is owned the government which suggest that there is slow determination making in the organization as yet, the government can be the main borrower on the market.The worlds economy, over the past two years, has experienced a downturn, which saw many countries GDP decline that resulted in declaration of recession and the plummet of oil prices, which adversely affected the banking industry of most countries. However, all indicators point towards improvement in the economy though it may be slow. The effects of the economy has led to banks reduction interest rates and fees in order to reduce the amount of loan defaults and increase economic activity in an attempt to boost the economy. The improvement of the economy will see commodity prices improving which will increase revenues and economic activity, which will impart a great potential for lending and borrowing by banks. However, there is a risk of returning to inflationary pressures with accompanying increasing interest rates. The mal-effects of the downturn has led to increased unemployment which increased loan defaults, however there have been some refinancing of loans in an attempt to reduce defaults. According to the Central Bank Governor, in the business section of the Guardian Newspaper, if the economic growth is slower than in the past, banking institution will be forced to consolidate to achieve economies of scale. This reduces competition in an industry, in which competition breeds innovation andSocially, crime is considered a two edged sword since it creates an opportunity for banks to finance se curity companies however, it has led to the die out of many business owners and thus capital. A high crime rate can harm the countrys foreign direct investment (FDI) opportunities and by extension tourism. As the country is developing, one would find that people are being more educated and customers are demanding better quality and quantity service people are intolerant of poor customer service and lack of advancement in the banking industry. It is foreseen that, if the issue of crime is not addressed that there would be further leak of capital, decrease in FDIs and tourism. In addition, if banks do not progress with technology, there would a flight of customers to the substitutes in the market.The banking industry has fully shoved technology, which has revolutionised the sector. The technological advancement by banks has em antecedented customers so that they control their financial information with greater access. This has also led to the creation of high exit barriers. However , not all customers may embrace these technological progresses and prefer the traditional banking services. If this progression continues at the current pace, the industry will be highly serviced and product innovated. However, customer must make greater use of these technological advancement as with mobile telephony if the industry is to be further product/service diversified.4.2 Industry Analysis for First CitizensThe industry analysis aids in the determination of factors that determines the banking industry profitability. Porters Five Forces Analysis is an treasurement that is used to understand the current competitive position and the future drawing card of the industry, this is seen in figure.The threat of substitute is numerous and includes companies that offer financial services such as insurance companies, Unit Trust Corporation, Island Finance, investment banks, credit unions etc. Some non-financial institutions such as furniture stores and car dealerships are also threat s since they offer credit. These substitutes offer similar service and products without the regulatory requirements of banks, which makes their process faster than banks. These substitutes have encroached on the banking industry profitability, however, with the recent downturn of the economy, customers have returned to banks since it is perceived to be more stable. In addition, to nullify the threat of substitutes and sustain the industrys profitability banks have also formed alliances with other financial institutions.The bargaining power of customers is medium but increasing as a result of a wide variety of substitutes, similitude of products and lower customer loyalty (due to logistics). However, it is counteracted by high switching costs caused by the time and inconvenience of transferring accounts to other financial institutions and a large number of customers. It is perceived, however, that the advanced technology and the increasing number of substitutes, have reduced switchi ng costs, this is true to some extent, example retail deposits but in terms of loans, corporate deposits etc. the switching cost is high.The bargaining power of suppliers is also medium and increasing. Although there are a large number of suppliers for general resources, there are a small number of suppliers for the critical resources of banks, for example, ABMs, system applications, money counter etc. which makes switching arduous and time-consuming.From the PEST analysis, it seen that the banking industrys market is more opened and there is a relaxation of requirements. This results in the threat of new entrants being medium to high and is expected to intensify if there is further dismantling of barriers/requirement. Consequently, it is easier for a large foreign institution to enter into the market, example, the acquisition of RBTT by RBC and the entry of Bank of Baroda, these institution will with have the necessary capital investments and brand intelligence to do so. However, for a local institution it is harder because of the high brand building expenditure and extremely high capital investment. This threat is somewhat counteracted by high exit barriers and high switching costs. The banking industry presently has a saturated market and one would find that is difficult to gain market share to become profitable thus, entrants are focused on a niche market segment. Furthermore, these entrants are large enough to operate as loss leaders.The above tetrad factors that shape strategy, collapse into rivalry amongst existing competitors (as seen in figure). The fact that the banking industry exhibits oligopolistic cooperation in order to maximize profit, lower cost and maintain status quo, is some other indicator of maturity. Examples of this type of cooperation areEstablishing a code of conduct in which all banks must adhere when dealing with customersTechnological sharing of networks e.g. linx to facilitate atmospheric state transactions.Offering of similar interest rates and productsIn addition, banks have to form strategic alliances in order to counteract substitutes to improve the value system e.g. insurance companies and mutual funds.An analysis of the existing competitive rivalry is restricted to four banks. These competitors are identified using Porters strategic group analysis (see figure).From figure, competitors in First Citizens market scope operate in the same segment and offer similar type products. These banks collaborate to protect the profitability of the industry, especially in the area of interest rates, customer service quality and non-competitive processes. The prediction of the competitor environment can be analysed using Grants Framework for competitor analysis, this can be seen in figure.4.3 The Industry Life CycleFrom figure, it is seen that the banking industry is in its maturity stage. This can be sustained over an extensive period, in which market share can only be increased by attracting the competitors cust omers. In addition, a strategy in the mature banking industry, is the tendency of banks to consolidate e.g. with insurance companies, security companies acquire or merge e.g. the acquisition of RBTT by RBC and CMMB by FC.However, banks fight to maintain its market share by creating high exit barriers for its customers. Recently, customers are extremely highly sensitive to interest rates, therefore in an effort to retain its customers, one would find that banks in the same market segment (figure) would have similar interest rates. For example, if Central Bank decrease the reserve requirement all banks will decrease its rate to match each other. In a stage of maturity, there are areas in which it is more economical to collaborate than to compete, this brings about greater efficiency at a lower cost e.g. Linx, Transunion and Trinidad and Tobago Interbanking payment system (TTIPS).4.4 Key victory FactorsIn order to be successful in the banking industry there are some key factors. Thes e includeFinancial stabilityCustomer confidenceCustomer trustEffective Regulatory SystemsRelevant Products and ServicesAffordable pricingCompetition which breeds greater innovation and by extension efficiency5.0 THE DYNAMICS OF THE INTERNAL ENVIRONMENT5.1 Resource AnalysisFinancial CapitalHuman CapitalFC Bank has approximately 1300 lag members and a well-experienced and knowledgeable senior mental faculty. However, ecological succession and service quality is a concern because of the high turnover of junior staff. In recent times, staff members are no longer interested in a job for life, therefore the bank is retooling its processes to incorporate transient staffing arrangement. In addition, the bank has developed a management trainee, corporate resourcing and mentoring programmes for school and university graduates. Leadership competencies, 360 spirit take aim feedback and career development programmes are also implemented for junior staff and management.Customer CapitalThe ba nk has a large customer base in excess of 400,000 accounts. Retail banking customers constitute the majority of the customer base. The consequence of this is that it involves higher operating and fixed costs, in addition, to achieve economies of scale both market share and size has to sufficient. Notwithstanding the deposit garnered from these customers, it represents low cost funds to the bank that are then used for lending.Although customer loyalty generally has improved, they are however flighty and could change base on simple interest rate difference since they are sensitive to this (as discussed in Porters five forces). Recently, the bank has embarked on work to improve its image and reputation.Social CapitalFC has intensified its relationship with society in adherence to the adage of Corporate Social responsibility in a very significant way. This is also in adherence to the code of ethics established by the Bankers Association, in which First Citizens bank sponsors eventsEnvir onmental Citizens in put to death to restore the Environment (CARE), which assists in the restoration of the environment. In this regard, internal staff competition are held to widen community interaction and to increase social and environmental awareness (this improves the appearance of the bank).Youth and Education Bursaries to Tertiary Institution. The bank engages in developing school libraries and is a major sponsor in junior achievement.Sports First Citizens Sport Foundation, which raise awareness through and through clinics and sport education seminars. It is the sole sponsor of the National Sports Foundation, which deals with sports education, seminars and recognition of achievers in the Hall of Fame and Annual Sports Woman/Man of the Year which honors all the achievers in all sports.Culture The banks sponsors programmes in all cultural/religious events such as, Divali Nagar, Eid-ul-Fitr, Tobago Heritage etc.Physical CapitalThe bank has twenty-five branches strategically lo cated across the country, with three in Tobago. In addition, an excess of eighty ATM supports these branches, with a vast number of these in off branch locations.Technology CapitalFC bank has the leading edge in online real time banking network and is the leader in cyberspace Banking technology and confabulation network. Its Ethernet and communication network, which incorporates both voice and data, also contributes to the bank being considered as a Technology leader. In fact FC has won the South Trinidad Chamber of mercantile system Technology Leadership on three occasions in the last five years, an award that has been designed for technology companies. The banks vast network of ATM and POS machinery provide significant reach to its merchant and customers alike and is fully networked on a local and internal scale. The bank has been able to leverage its technology leadership to invoke value for merchant and customers. This can be gleamed from the merchant e-banking which allows corporate and commercial customers to transact business from their offices (paying bills, salaries, ACH etc.). The value of technology capital is also seen with the implementation of mobile POS, which is significant for distributors and the service sector.5.2 Value AddedFC Banks value chain is depicted in figure using Porters Value Chain analysis. The bank has concentrated mainly on marketing, sales and services. The use of technology has been incorporated to achieve a level of service and convenience to provide value to the customer. The cost to provide such value to the customer is important however, the risk to serving customers is just as important. The critical factors in this value system are the linkages between skills of staff, risk management, information systems, pliant and responsive policies/procedures to add such value.Information technology is FC banks core competency especially since they are the leader in this area. FC uses the technological advancement to increase its value chain and to achieve a higher level of customer service than its competitors. Owing to the highly leveraged technology at FC, the level of efficiency, high ratings by customers have been improved, although, the market share has remained stable since the industry is in the mature stage (industry life cycle).The use of technology is also the banks distinctive capability, since the bank uses its technology e.g. mobile POS and corporate internet banking, to increase the value chain of its customers. Figure below depicted how elements of FC banks outbound and marketing logistics becomes incorporated into the customers e.g. restaurants and distributors inbound logistic of their value chain.Internet banking, mobile POS etc.TelebankingEtc.First Citizens Bank Value Chain Distributors Value ChainRestaurants Value chainFigure showing the connectivity between First Citizens Value Chain and that of its Customers5.3 McKinseys 7S5.3.1 StructureFC bank currently has a bureaucratic (top-do wn) that does not aid in quick decision-making, which is crucial. Structure is the key to effective achievement of strategy. Is the twist does not support strategy in terms of VMOST then the strategy implementation will be difficult. Despite its best efforts to change, the bank structure is still overly bureaucratic.The bank has to decentralise both vertically along different levels of the organisational hierarchy and horizontally amongst managers and non-managers based on expertise and experience. In doing so, potency and responsibility will remain with those in the position, who possesses the necessary skills to implement decisions, ideally front line staff. Currently, the credit-decision making process is based on limited level bureau by staff and the bureaucratic staircase can hinder the effectiveness in the lending/investment process. Simiarly, as a result of regime regulation (Central Bank regulations) and the general risk adverse culture of the bank, several to-down con trols exist hindering the smooth processing of intricate transaction. If centre delegating decision-making authority is given to frontline staff e.g. senior management increasing authorisation limits on loans granted by line managers, the processes in the bank will more streamlined and less time consuming.5.3.2 SystemsFC bank is a execution-driven learning organisation, therefore all of its systems should be taken into consideration if further development is to occur. The three essential areas areHuman resource systemsRewards are based on SMART principle and pre-determined organisation and individual targets. However, the appraisals are based on individual and team performance and are done on a quarterly basis to identify areas foe training and development. In addition, the performance is also measured by balance scorecard with gaps identified to re-prioritise efforts. Human resource records however, are not automated via a modern HRIS system and therefore quick and effective deci sion-making is negatively affected. To further hasten the decision-making the top-down system needs to be changed to a bottom-up system that integrates the individual and team performance, training and development.Organisational performance systemsThe bank has two models to assess its performanceThe strategic proposening modelThis evolves from the vision and mission of the bank and long-term strategies are developed for three years on a pealing basis. On an annual basis strategies are reviewed analysed and adjusted as necessary. Three exercises inform the business planning process for the ensuing year and provide key inputs into budgetary allocation which support the execution of the said strategies.Information systemsThe banks information system is highly interactive, accurate, accessible and easily interrogable. In spite of the high use of technology customer service staff has not embrace the use of technology to deliver value added. There is high use of the banks office managem ent system for communication e.g. email and calendaring. However, managers and staff have not grasped the opportunity to use these systems for work flow efficiency e.g. loan origination systems and electronic loan application and credit authorisation.5.3.3 StyleStyle is influences in part by structure. The top-down structure of organisation has bred an elitist atmosphere with different layers of management having varying grades of power and influence. Managers do not seem to exhibit a supportive role and communication is mostly top down to their support staff. In addition, feedback to employees on performance of organisation is done via newsletters, team briefing and staff meetings.Generally, the management style is not of a participative nature and this can have negative effects on employees involvement and satisfaction. There is an over abundance of procedures within the system which leads to an inordinate amount of time and effort spent on administrative processes thus reducing the cycle time for customer service.StaffStaff development utilisesEmployee assistance programme (EAP)360 degree for developmental purposesIn addition, the tools used in developing staff areSuccession planningIndividual development planningLeadership competencies model there are seven areas the bank utilise and develop staff they are customer focus, teamwork, innovation, initiative (getting results), integrity, entrepreneurship and sales and marketing. These are to develop staff in order to develop leadership skills but FC has to create the structure, systems etc. to move and encourage employees to develop along these lines.SkillsMultiple skilled employees are essential in a learning and performance driven organisation. The bank is becoming preponderantly a sales driven organisation, with risk management and decision-making being critical to its success in the area. Training in developmental programmes in marketing, sales, negotiation and fight resolution are provided by the bank to further develop skills in these areas. However, the structure of the bank is a barrier to the proper dissemination of skills because of compartmentalisation of information. The bank however, has been a leader in the development of individual staff and expense significant sums on both internal and external training. The education assistance plan provides bank sponsored tertiary education up to and including the masters level for qualifying staff, this facility has benefitted numerous staff members.StrategyUsing Johnson and Scholes Development Strategies model the direction used by FC bank should be maintained. The bank has focus on identifying market segments and adopted a market penetration and developmental and diversification strategies. These strategies should be suitable, acceptable and feasible to all stakeholders, employees and customers and should be based the banks outstanding customer service, innovation and its core competency of technology.However, the banks strategy of leading customer satisfaction through innovation has seen it derive value from its leadership position from electronic banking including internet, POS and mobile banking.Shared ValueThe confluence of three failed financial institution formed FC Bank, and its phoenix-like resurrection to a pronounced position within the banking industry fraternity in the region and awards won, is a source of pride for the organisation.6.0 S.W.O.T ANALYSISFigure shows the SWOT analysis for FC Bank, based on this and for sustainability of competitive advantage, the following factors are crucialInvestments for further development of technology since it is ever-evolving especially at the strategic and tactical level to maintain FC as the leaderQuick response time to customers request to synchronise with industry normsStrong image/brand and performance driven cultureHigh degree of flexibility and responsivenessImprove decision-making capabilities of front line staff and succession planning