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0 Introduction
•Company Background
•Environmental Scanning
•Identification of Issue
•Strategic Formulation
•Strategic Implementation
•Strategic Evaluation
•Summary and Conclusions
2.0 Methodology
• Interview with Mr Yap Kin On
– Head of Hire Purchase Centre
– Kota Kinabalu, Api-Api Centre, Public
Bank branch.
• Review on the Annual Report of
Public Bank Berhad
• Review on Final Mini Budget of
• Review on monthly statistical
5.2 External Factors

5.2.1 Opportunities and

Opportunities- Government
• Lower financing cost due to reduction
of OPR to 2% (BNM, 2009)
• BNM support liquidity on:
– SMEs
– Guarantee on RM
– Foreign currency deposit in commercial
banks or incorporated foreign banks
(BNM, 2009)
• Easing of monetary policy and fiscal
• Malaysia stimulus packages 2009
(Najib, 2009)
• Lower cost of credit, increase the
availability of money
• Encouraging borrowings, loans,
investments, and consumption
• The banking institutions are expected
to enjoy the growing of loans
demand or lending activities
Opportunities- Social
• Increasing number of affluent
customers in Malaysia (Public Bank
Berhad, 2009)
• Growing of Deposits and Savings of
the Malaysia citizens (BNM, 2008)
• Provide healthy and stable financing
to the banking institutions’ balance
• Gain opportunity for investing in

Banking System Total Deposit 2001-2008

Source: Bank Negara Malaysia Monthly Statistical Bulletin, various
Adopted from Public Bank Berhad, Economics and Planning Divisions,
Economic Review, 2008. Malaysia: Banking and Finance Indicators.
• Lower net interest margin (MIDF,
– By further reduction of OPR
– Price wars among the banking
– Expected to reduction in of loans
• Result to reduction of income
• Believed to sustain immediate
shortcomings over a period as
5.3 Internal Factors

5.3.1 Strengths and

Strengths- Financial
• Yap (2009) suggested that the Public
Bank Berhad is insulated from the
current crisis.
• Impressive financial year 2008:
– Net Profit grew by 21% (RM 2.12 billion
in 2007 to RM 2.58 billion in 2008)
– Net return on equity reaching 30.4% as
compare to 26.3% in 2007
– Balance sheet of Group also continued
to expand at a strong pace
Strong Balance Sheet

Adopted from the Annual Report of Public Bank Berhad, 2009. Page. 26
Adopted from the Annual Report of Public Bank Berhad, 2009. Page. 26
Enhancing of Shareholders’

Adopted from the Annual Report of Public Bank Berhad, 2009. Page. 27
Adopted from the Annual Report of Public Bank Berhad, 2009. Page. 27
Adopted from the Annual Report of Public Bank Berhad, 2009. Page. 27
Strength- Asset
• Remain superiors in term of asset
• Lowest net and gross non-performing
• Group’s net NPL further decreased by
neither RM 212.5 million nor 17.0%
to RM 1.04 million as the end of year
2008, even though there is RM19.25
billion growths in the total loan base
• Maintain the lowest NPL rates across
the industry (MIDF, 2009)
Superior and Robust Asset Quality and Banking Peers Gross NPL and Net NPL.
Adopted from Public Bank Berhad Annual Report, 2008. p.126.
Gross NPL Ratio by sector of Public Bank Group and Industry Average.
Adopted from Public Bank BerhadAnnual Report, 2008. p.126.
Credit Ratings of Public Bank Berhad
Adopted from Public Bank BerhadAnnual Report, 2008. p.135.
Strength- Credit Rating
• The Group continues to accord strong
financial ratings
• Injection of confidence to investor
and customer on their perception to
the Group
• November 2008, Moody’s Investor
Service reaffirmed Public Bank’s
long-term deposit rating of A3, and
short-term deposit rating of P-1
• Standard & Poor’s Rating Agency
reaffirmed Public Bank A- long-term
rating and A-2 short-term
counterparty credit rating with stable
outlook in May 2008
• September 2008, Rating Agency
Malaysia reaffirmed Public Bank’s
long-term rating of AAA, the highest
accorded by Rating Agency Malaysia,
and its short-term rating of P1
7.3 Performance Metrics
Correction Actions
• No major changes had occurred in
the firm’s external strategic
management position
• Increasing in the market share about
• While there is also no existing of the
changes occurred in the firm’s
internal strategic position
• Remains a best performer in term of
profitability as what had mentioned
• Continue to apply the current or
present functional strategic course
especially in term of the product
development, and also market
• Continue to aware of the external
and internal environment
• According to David (1987) that
changing is necessary to increase or
raise employees’ and manager’s
anxieties where also in greater scope
could actually renew confidence of
the current strategies or cover of
8.0 Summary and
• Impressive financial performance, marker
share improvement, asset quality
• Implemented various functional and
corporate strategies
• Economic Downturn, even perform better
then what had expected
• All the objectives that set in year 2005
had been achieved in year 2008
• Strategic position is strong and correction
action is believed to remain the same
• Difficult for discovering of major
weakness or foreseeable threats in the