strategic analysis of united bank limited. ms word

7/30/2019 Strategic Analysis of United Bank Limited. MS Word

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Project Name - Strategic Analysis of United Bank Limit

Presented By: Shahid Iqbal Student M. Phil NDU, LMS

Presented to: Dr. Tahir Saeed NDU LMS Departmen

President's Message

Strategic Analysis Of United Bank Limited


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Atif R. Bokhari

We endeavor to offer you, our customer, the very best products and

services. With our strong footprint of over 1300 branches, UBL has

been in the forefront. We finance new businesses and assist existing

businesses to expand. We work with our customers to turn their drea

into reality. We are proud to invest in our community's growth

prosperity and we are thankful that our employees are as committed

we are. We will continue to grow and strive to serve you better. Wmeet this challenge by insuring that our employees are well trained

deliver state-of-the-art products and superior service to you, because

UBL,

You come first!



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BRIEF HISTORY

Established on 07 Nov 1959 under the patronage of Mr. Agha Hassan

Abidi

Started off with the deposit base of 70m .

1st bank to Launch International Banking in London in 1963 & curre

operating in 6 countries

Today Third Largest Bank in Pakistan

2nd Largest Private Bank of Pakistan

Nationalized in 1974

Decline In Mid 80s due to political meddling in Loaning & disruptive

union activism

SBP took control in 1996 and handed over to private sector

management headed by Mr Zubair Somoro in 1997

Privatized in Oct 2002

Jointly purchased by Abu Dhabi and Best Way Group

Revamped Products and Services

Huge investment in Information Technology and branch renovations

Manifold increase in Assets, Deposits and Profits

UBL hold 57% of its total shares other 22% shares are owned by

Government, 15% with general public, 3% with other banks and 3%

with Insurance companies

After the privatization of banking sector in Pakistan UBL implemente

its best strategies to achieve the comparative advantage in the Mar

place.



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UBL History, Today & Overview 1959 Agha Hasan Abedi founded UBL and inaugurates its first branc

I. I. Chundrigar at Karachi

1960 Extended its branches in Dacca, Lahore, Lyallpur, Chittagong a

Narayanganj

1960 Launched a saving scheme for school going children.

1963 UBL became the first Pakistani bank to have an overseas branc

on William Street in London.

1964 UBL put the foundation of Pakistan's first Staff College Of

Employees.

1967 UBL introduced computer banking to Pakistan

1967 UBL opened its branch in Abu Dhabi

1967 United Bank A.G. Zurich, Switzerland a fully owned subsidiary w

set up on 8th of December 1967.

1969 UBL opened its branch in Bahrain

1970 UBL launched UNICARD Pakistan's first credit card

1970 UBL opened another branch at busy commercial hub Bab Al

Bahrain, inaugurated by H.E Abdul Karim, Finance minister at that ti

1970 UBL started operations in Qatar with the opening of the branch

Musherib Doha.

1971 UBL launched 3 online branches in Karachi.

1971 UBL introduced Pak Rupee Traveler Cheque

1972 UBL started its operations in Yemen through a branch in Sanaa



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1973 UBL opened its third branch at Muharraq ( Bahrain )

1974 The Government of Pakistan nationalized UBL

1977 UBL opened for business in the New York City, in March 1977

1978 UBL pledged economic department and acquired two internati

banks

UBL History, Today & Overview (cont..d)

1978 UBL launched supervised credit and small loan schemes for sm

to medium sized firms as well as agriculture

1982 UBL introduced e-banking facilities at Hajj 1970 UBL opened

another branch at busy commercial hub Bab Al Bahrain, inaugurated

H.E Abdul Karim, Finance minister at that time1983 UBL opened its

Associate Company in Oman in collaboration with Oman United

Exchange Co. L.L.C (OUECL).

1983 UBL started its OBU- Branch in the Export Processing Zone,

Karachi, on 6th of November 1983.

1989 UBL took over operations of HBL, which led to the addition of t

Hodeidah branch in Yemen.

1990 Government of Pakistan decided to change the face of banking

creating a plan to privatize UBL.

1995 UBL opened its representative office in Iran.

2000 UBL launched Tezraftaar home remittance in Bahrain.

2002 H. H. Sheikh Nahayan Mabarak Al Nahayan is appointed as the

chairman of the board of directors of UBL.



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2002 UBL merged its operations in the UK with those belonging to

National Bank of Pakistan to form United National Bank Limited.

2002 UBL launched its prime product Tezraftaar in Qatar and achiev

28000 transactions in the first year. 2002 Government of Pakistan privatized UBL, this brought the Abu

Dhabi Group chaired by H. H. Sheikh Nahayan bin Mubarak Al Nahay

and the Bestways Group headed by Sir Anwar Pervaiz at the helm,

following which the bank embarked on a major re-profiling and re-

positioning strategy.


2006 UBL opened its representative office in Kazakhstan, on 21st of

September 2006.

2006 UBL introduced UBL Ameen, an Islamic banking product.

2006 UBL is awarded with an Islamic Banking Branch license by the

State Bank of Pakistan.

2006 UBL opened its representative office in Kazakhstan, on 21st of

September 2006.

2007 UBL received the Brand Leadership Award for Brand Excellence

presented at the 16th Asian Brand Congress

2007 UBL relocated Bab Al Bahrain branch to Seef, the new upcomin

business hub.

2007 UBL declared the profit before tax of PKR 13.8 billion.

2008 UBL opened its second operating branch in Doha.

2008 The main branch moved to Main Bank Street, opposite the

Ministry of Finance and Qatar Central Bank.

2008 In Qatar UBL Tezraftaar transactions approached to 100,000.



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2008 UBL started its Customer Service Booths in Al-Khor and at the C

Center Shopping Mall, along with 7 ATM's at various prime locations

throughout Qatar.

2008 UBL Bahrain holds 43% market share of remittances in thecountry with USD 23 million remittances.

2008 UBL inaugurated another operational branch in Aden Yemen.

2008 USD 184 million was remitted through UBL-UAE to Pakistan.

2008 The UAE nationals accounts for the highest workforce ratio of 4

at UBL-UAE.

2008 UBL opened its second operating branch in Doha.


2008 The main branch moved to Main Bank Street, opposite the

Ministry of Finance and Qatar Central Bank.

2008 UBL inaugurated its representative office in the Peoples Repub

of China, on 20th of March 2008.

2009 UBL-UAE remitted USD 220 million to Pakistan. UBL shows

devotion towards sports by inaugurating UBL Sports complex.

2009 UBL celebrated its Golden Jubilee on November 7, 2009 with th

launch of an exclusive, world-class Signature UBL Priority Banking

service, designed to cater to high-end, high-net-worth customers acr

Pakistan.

2010 UBL Launched Pakistan's First Premium Debit Card in

Collaboration with Master Card.



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2010 UBL formally announced the launch of its unique and unmatch

branchless banking service, under the brand name of UBL Omni.

2010 UBL and Avari Launched a Co-Branded Loyalty Card. United Ba

Financial Services (Private) Limited. United Executors and trusteesCompany Limited.

2010 Launched of UBL Wiz ACCA Card

Present Management (Board of Directors)



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Other Directors

1. Mr. Omar Ziad Jaafar Al Askari - Director

2. Mr. Zameer Mohammed Choudrey - Director

3. Mr. Seerat Asghar - Director

4. Mr. Rana Assad Amin - Director

5. Mr. Amin Uddin - Director

6. Mr. Arshad Ahmad Mir Director

Subsidiaries of UBL

1. United Kingdom United Bank

2. Switzerland United Bank AG (Zurich)

3. Oman Oman United Exchange Co. LLC4. UBL Fund Managers

5. UBL Insurers

Organizational Structure



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Global Presence

1. Pakistan2. United Arab Emirates3. Bahrain4. Qatar5. Yemen6. Oman7. United States of America (USA)

8. China9. United Kingdom (UK)10. Switzerland

Products & Services

1. Retail Asset Products2. Corporate Banking3. Investment Banking4. Omni Branchless Banking

5. UBL Ameen Islamic BankingStrategic Analysis Of United Bank Limited


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6. Priority Banking7. Consumer Loan Products8. UBL Net Banking9. Deposit/Liability Products A Big Product Line10. Treasury & Capital Markets

11. UB Online Corporate Customers12. Banc assurance Products13. NRP Services14. Remittances Domestic & Foreign TezRaftar15. Go Green Internet Merchant Hiring16. Rupee Traveler Cheques Humrah17. UBL Fund Managers Mutual Funds Products18. UBL Wiz Cards - A big Card product Line19. ATM Cards Mega wallet Card & Premium Debit Master Card

20. UBL Watan Card21. UBL PRI Pardes Card22. Asset Products23. Agriculture Products24. Flood Relief 25. Charity26. Donations

Total number of Branches

Type of Branch Number of Branches

RB- Branches 1248

Commercial Centers 4

Corporate Branches 5

Treasury Branches 1

Islamic Branches 19

Sub Branches 37

Total 1314



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National/International Awards

UBL OMNI - GSMA Global Mobile Award 2012 for Best Use of

Mobile in Emergency or Humanitarian Situations Feb 2012

UBL OMNI - Financial Insights Innovation Award (FIA) for

Innovation in Cash Disbursements (G2P) Feb, 12

Best Credit Card Provider - Consumers Choice Awards 2011-

February 22, 2012 by The Consumers Association of Pakistan

Best Corporate Report Award 2010 Joint Committee

of ICAP & ICMAP.

Top Bank Partner in 2011 EFU life

Income Statement 2012



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Balance Sheet 2012



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UBL VISION & MISSION



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UBL Vision

To be a world class bank dedicated to excellence, and to surpass the high

expectations of our customers and all other stakeholders

Evaluation of Vision Statement

UBL vision statement is brief, concise and one sentence statement. It

provides base to create mission statement and also reflects future

prospective (i.e. to be a world class Bank)

Proposed Vision statement for UBL

To be the bank of first choice in the country, partnering with our custome

for a more prosperous and secure future

UBL Mission



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Set the highest industry standard for quality, across all areas of operation, o

sustained basis

Optimize people, processes and technology to deliver the best possible

financial solution to our customers

Become the most sought after investment

Be recognized as the employer of choice

Components of UBLs Mission

Components UBL Mission

1) Customer Yes

2) Product Yes

3) Market No

4) Technology Yes

5) Concern for survival, growth and profitability Yes

6) Philosophy Yes

7) Self Concept Yes8) Concern for public Image Yes

9) Concern for employee Yes

Proposed Mission statement For UBL

To be the leading commercial bank in country, delivering high class financial

services through innovative technology and long term relationships with ourcustomers by providing elevated value to all our stakeholders and contribution

society.

External Analysis - EFE



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Opportunities

Bank can also enhance its branchless banking network

Call centers Customer service quality can be improved

Extensive range of 100% online branches network can be used tocater/accommodate low cost deposit

Implementation of Basel II & Basel III Accord by SBP i.e. product and mark

development through acquisition

More focus on Low cost deposits as compared to high cost deposits

Bank can enhance its Islamic banking network

Threats

Bank can also enhance its branchless banking network

Call centers Customer service quality can be improved

Extensive range of 100% online branches network can be used to

cater/accommodate low cost deposit Implementation of Basel II & Basel III Accord by SBP i.e. product and mark

development through acquisition

More focus on Low cost deposits as compared to high cost deposits

Bank can enhance its Islamic banking network

WeightedScore

Rating

Weight

External Factor (General and Specific)



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Opportunities

Enhancement in branchless banking network0.0830.24

Improving customer service quality of callcenters

0.0940.36

Extensive range of 100% online branches

network can be used to Cater/ accommodate

low cost deposit

0.0740.28

Implementation of Basel II & Basel III Accord by

SBP i.e product and market development

through acquisition

0.0620.12

More focus on Low cost deposits as compared tohigh cost deposits

0.0820.16

Diversification towards Islamic banking0.0730.21

Threats/ChallengesSBP Anti Money Laundering tight policy0.0930.27

Customer service Attitude Problem0.0730.21

High Operating Cost0.0930.16

Withholding tax on banking transactions0.0620.12Big Number of Non-Performing Consumer Loans0.0830.24

Social pressure on Govt. to reduce banks

spread

0.0730.21

Change in recent SBP regulations which lowered

the profits ofbanks

0.0430.12

Shrinking Margins Due to New Entrants0.0520.10

Total1.002.80

Analysis: The above score shows that UBL is effectively responding to opportunities and threats pre

in its industry because its score is more than average score of 2.50.

Competitor Profile Matrix (CPM)

Major Competitors of UBL



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Habib Bank Limited (HBL)

Muslim Commercial Bank Limited (MCB)

Allied Bank Limited (ABL)

These three banks are also privatized banks of Pakistan

UBL

Factors

(Internal and

External)

Weigh

t

UBL MCB ABL HBL

Rati

ng

Score Rating Score RatingScoreRatin

g

Sc

Financial

position

0.18 4 0.72 4 0.72 3 0.54 3 0.

Service quality 0.14 2 0.28 3 0.42 2 0.28 2 0.

Management 0.10 3 0.30 3 0.30 3 0.30 3 0.

Market share 0.12 4 0.46 3 0.36 2 0.24 3 0.

Customer loyalty 0.10 2 0.20 3 0.30 2 0.20 2 0.

Price

competitiveness

0.10 3 0.30 2 0.20 2 0.20 2 0.

Expansion 0.14 4 0.40 2 0.28 2 0.28 3 0.

Advertising/Prom

otion

0.06 3 0.18 2 0.12 1 0.06 1 0.

New Product 0.06 3 0.18 2 0.12 3 0.18 3 0.

Total 1.0 3.04 2.82 2.28 2.

INTERNAL EVALUATION - IFE

STRENGTH & WEAKNESSESStrategic Analysis Of United Bank Limited


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STRENGTHS

Highest deposit: UBL 747 (B), ABL= 381 (B), MCB = 531(B) and HBL =980(B)

Largest branches network : UBL 1314, ABL= 890, MCB = 1280 and HB

= 1451

High total Assets: 946 (B), ABL= 449 (B), MCB = 484(B) and HBL = 72

(B)

Banking software: Symbol 8.3 Version purchased in 2011 from

Sun Guard Singapore based company

Trusted brand: more than 5.0 (M) customer

Human resource (Trainings and pay band system)

Diversified customer portfolio

Weaknesses:High ratio of high cost deposit to total deposit (57%, net profitability a

compared to HBL)

In efficient customer service (As per service audit report of UBL 2012

every 9th customer has complained about customer service)

High Non performing loan (1 Billion upto year 2012)

High turnover of employees

Increasing trend in bank service charges

The physical environment of some of UBL branches is not attractive to

the people



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Internal Analysis

Strategic AlternativeInternal Factor Weigh

t

Rating Weighted

Score

StrengthsBig Deposit Base 0.09 3 0.27

Big network of online branches 0.10 4 0.40

Highest total Assets 0.09 4 0.36Best banking operating system,

named Symbol CBS 8.3 V

0.08 4 0.32

Dedicated Human resource 0.06 3 0.18

Trusted brand 0.08 4 0.32

Diverse customer portfolio 0.06 3 0.18

Weaknesses

High Non performing loan (0.4Billion for year 2012)

0.09 1 0.09

High ratio of high cost deposit tototal deposit

0.10 1 0.10

Customer service 0.07 1 0.07

High turnover of employees 0.05 2 0.10

Always increasing bank service

charges

0.06 2 0.12

The physical environment of

some of UBL branches is not

attractive to the people

0.07 2 0.14

Total 1.00 2.65



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Analysis: As the score shown above is greate

than average score i.e. 2.50, which means UBL

has better internal position as compared to its

competitors

Porters Five Forces Model & UBL



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Forces High/ Low

Rivalry of competition High

Entry of New Competitors High

Bargaining Power of

Suppliers

Low

Bargaining Power of Buyers Low

Entry of Substitute

Products

High

Strategy Analysis



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Strengths -S Weaknesses-W



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SWOT

MATRIX

1) Competitively High deposit

Base

2) Big network of online

branches

3) Best banking operating

system,

4) Human resource5) Trusted brand

6) Highest total assets

7) Diverse customer portfolio

1. High Non Performing Loan

2. High ratio of high cost deposi

deposit

3. Inefficient Customer service

4. High turnover of employees

5. Always increasing bank servic

charges6. The physical environment of

UBL branches is not attractive

people

Opportunities-O SO Strategies WO Strategies1) Implementation of Basel II & III

Accord by SBP

2) Growing no of people using banking

facilities, especially in peripheral areas.

3) Wide range of online network of

branches can be used to cater low cost

deposit.4) Increase Low cost deposits decrease

high cost

5) Expand globally

6) Diversification towards Islamic

banking and non-banking services

1) Acquire banks which are not

in a position to meet Basel

II requirements (S1,S3,S4,

O1) (Horizontal Integration)

2) Continue to Provide banking

facility to those people who

are not using this facility at

the movement(S2,O2)

(Market Development)

1. Take over an Islamic bank

better customer service , E

Sufficient Fee based Incom

having low operating cost( W2,W3,O6)

(Horizontal Integration)

Threats-T ST Strategies WT Strategies1. SBP Tight Monetary policy

2. Customer service attitude problem

3. Shrinking Margins Due to New

Entrants and less investment

opportunities4. Withholding tax on banking transaction

5. Peoples low savings due to High

Inflation

6. Social pressure on Govt. to reduce

banks spread

7. SBP Anti Money

Laundering/KYC/CDD/EDD

Regulations

8. High Operational Cost

1. Use large branch network to cater

low-cost deposit from market by

introducing new products

(T3, S2) Product development

1) Lending should be pru

avoid NPL (W1, T1)

2) High cost deposit shou

reduced (T3, W2)

SPACE MATRIX



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SPACE MATRIX AVERAGE SCORE TAB

External Strategic PositionInternal Strategic Position

Financial Strengths (FS)Financial Strengths (FS)Demand variability -

Rate of inflation -

Competitive pressure -

Barrier to entry into market -2

Average:

-12/4= -3

ROI

+4

Total Assets +5

Total Deposits +6

Total Advance +5

Average :

20/4= 5

Industry Growth (IS)Competitive Advantage (CA)

Growth potential +

Profit potential +

Ease of entry into market +

Financial stability +

Average : 15/4= 3.75

Market share -1

Service quality -3

Trusted brand -2

Technological knowhow -2

Average: -8/4= -2

Space Matrix

X axis: IS +CA =

3.75 + (-2) =1.75

Y axis: FS+ES =

5+ (-3) = 2


FS

IS

ES

CA1 2 3 4 5 6 7 8-8 -7 -6 -5 -4 -3 -2 -1

8

7

6

5

4

3

2

1

-8

-7

-6

-2

-3

-4

-5

-1

Aggressive Strategies

Integration

Market Penetration

Market Development

Diversification

SPACE


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Matching Stage



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Grand Strategy Matrix (GSM)



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BCG MATRIX



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Star is recommended for UBL

DECISION MAKING

Quantitative Strategic Planning Matrix (QSPMStrategic Analysis Of United Bank Limited


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EXTERNAL FACTORSKey Factors Weigh

t

AS TAS AS TA

Market

Development

Produ

Developnt

Opportunities:Implementation of Basel II Accord by SBP i.e. product and

market development through acquisition

0.08 3 0.24 2 0

Increasing no of people using banking facilities to fulfill

their financial and non financial needs

0.09 4 0.36 4 0

Vast online network of branches can be used to cater low

cost deposit

0.07 3 0.21 3 0

Partial Shift of Banking culture from deposit based income

to fee based income

0.06 2 0.12 3 0

Increase Customer base through joint ventures and

acquisition and mergers

0.08 4 0.32 2 0

Diversification towards Islamic banking and non banking

services

0.07 1 0.07 3 0

Threats:

SBP Strict monetary policy/ High discount rate 0.09 1 0.09 2 0

Customer service Attitude Problem 0.07 2 0.14 -Shrinking Margins Due to New Entrants and less

investment opportunities

0.09 2 0.18 3 0

Withholding tax on banking transactions 0.06 - - -

Peoples Low savings due to High inflations/ Price

fluctuations

0.08 2 0.16 3 0

Social pressure on Govt. to reduce banks spread 0.07 1 0.07 -

SBP A/Money Laundering & Know your Customer CDD-

EDD Policy

0.04 - - -

High Operational Cost 0.05 2 0.10 2 01.00

INTERNAL FACTORS



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Strengths:Huge deposit Base 0.09 3 0.27 2 0.

Big network of online branches 0.10 4 0.40 3 0.

Highest total Assets 0.09 3 0.27 2 0.

Best International banking operating system,named Symbol CBS (2011-12)

0.08 3 0.24 2 0.

Prime Human resource 0.06 3 0.18 -

Trusted brand 0.08 4 0.32 3 0.

Diverse customer portfolio 0.06 - - 2 0.

Weaknesses:

High Non performing loan (1 Billion for year2010)0.09 - - 1 0.

Big ratio of high cost deposit to total deposit 0.10 2 0.20 4 0.

Inefficient Customer service 0.07 - - 1 0.

High turnover of employees 0.05 - - -

increasing trend in bank service charges 0.06 - - 3 0.

The physical environment of UBL most branchesis not attractive to the people

0.07 2 0.14 3 0.

Total 1.00 4.08 4.

The sum of Total Attractiveness Score (TAS) showthat product development is slightly better

alternative then market development



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Recommended Strategies

We will recommend for UBL management to keep onimproving their growth strategies as following:-

Product development by:- Introducing more competitive products like Busine

partner Plus

Straight to bank online banking like standardchartered Market penetration by:-

Fees off/ lending criteria soft More Branches in remote territories More advertisement of existing and new products

Horizontal Diversification by:-

Branchless Banking like Omni to be matured Easy Paisa like Tameer Bank Insurance

Market Development by:- Acquisition of Islamic Bank/s Acquisition of Mutual Funds companies

Product / Market Development RecommendationStrategic Analysis Of United Bank Limited


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Home Remittance

UBL is market leader in home remittances (Funds sent byoverseas Pakistanis to home country)

This segment can yield much needed Forex to Pakistan andprofitability for UBL

UBL can develop this sector by taking the following initiative

Increasing this facility in countries where there is asignificant Pakistani population

Increasing its overseas branch network and building a

brand image More collaboration with foreign banks and money transfagencies

Internet portal for executing money transfers for accounholders in overseas branches

Product / Market Development RecommendationMobile Banking

UBL is a significant competitor in the mobile bankingservices segment in the country via its flagship productUBL Omni

The launch of instantaneous ATM/Debit card feature to UOmni customer should build even further to truly yoke thpotential of branchless banking

UBL can develop this sector by the following initiatives

Expansion of the Omni Network Outlets Introduction of phone banking to Omni Account holder Share significant commissions on transactions with Om

Outlet owners to penetrate the market aggressively More aggressively price money transfers and bill

payment products in UBL Omni Offer other services such as Banc assurance and smal

loans of PKR 1000 to Omni account holders



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Product / Market Development RecommendationBanc assurance

UBL has collaborated with State Life, Jubilee Life and EFULife for life banc assurance of its customers

UBL can develop this segment by the following initiative Introducing health insurance products Enable UBL customers to obtain banc assurance fortheir clients

and customers

Product / Market Development RecommendationIslamic Banking

UBL has an Islamic banking division named UBL Ameenhowever it is not as competitive as other players in IslamBanking

UBL can develop this segment by the following initiative

Increasing the number of Ameen branches Increasing the product line and building a brand image Offering similar convenience products to Ameencustomers as

Offered to UBL conventional banking customers withlinkages with

the conventional banking setup

Product / Market Development RecommendationCash Management Solution

UBL currently offers cash management solutions to itscorporate customers which caters to their need of paymto suppliers and cash collection from customers

UBL can develop this segment by the following initiative



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Implementing a strong and state of the art cashmanagement portal on the internet such as the productStraight2Bank offered by Standard Chartered Bank

Lower fees and actively promote cash management

solutions to medium size enterprises as they are expecteto grow in future

Build on the phone banking collection mechanism recenintroduced and further enhance the phone bankingexperience

General Internal Systems related

recommendations

Proper and complete implementation of the newInvestment in a new core banking system and state of thart treasury management systems

Another change in core banking application may benecessary due to the dynamic changes in the BankingIndustry, IT and development of branchless banking with

huge database requirements Investment in Security Systems and procedures to reduc

the likelihood of bank robberies and risk of fraud More investment in infrastructure and branch outlook to

enhance customer experience Improve Human talent retention and talent acquisition

programs

Institute job rotation and internal training programs Reduce influence of UBL unions collective bargainingagents

Offset spread compression through balance sheet growtin deposits

Shedding of opportunistic and expensive deposits andImprove CASA ratio



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Refocus on growth of advances portfolio despite reductioin interest rates to stimulate economic growth and interin UBL by medium scale companies

Check on the delinquency ratio

Restructuring and rescheduling of nonperforming loans Derivative market entrance (Market making) Most of the banking sector is investing excess liquidity in

government securities, alternative channels of investmeshould be determined

External Environmental Concerns

Pakistans economy continues to underperform Underlying fundamental problems of energy crisis, circu

debt, law and order situation, depleting foreign reserveand widening budget deficit (according to IMF the budgedeficit is expected to reach 7% of GDP against a target o4.7%)

Unprecedented depreciation of the Rupee Continuous borrowing from government may lead to

banking circular debt crisis Uncertainty regarding the upcoming election May 2013

which may lead to a hung parliament and as a result thegovernment may not be able to secure more funds fromthe IMF

Large scale manufacturing growth is still meager



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Strategy Implementation

Annual Objectives

Policies

Resource allocationStrategic Analysis Of United Bank Limited


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Managing conflicts

Organizational design

Change

Marketing issuesFinancial Issues

The End

strategic analysis of united bank limited. ms word

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