Marketing Plan of Hybs Banks Product

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  • Topic: Marketing, Bank, Marketing strategy
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  • Published : November 13, 2010
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Marketing Plan for ‘Golden Years’ Deposit Accounts
of

HYBS BANK LIMITED
(Assignment # 2)

by

Seefat Jahan

Name of the Faculty

Mr. Serajul Haque
Strategic Marketing

Contents
Strategic Situation Summary……………………………………………………………...3 1. Introduction4
1.2 Markete Targets & Objectives4
1.3. Infrastructure and Delivery……………………………………………………...........5 1.4. Customer……………………………………………………………………………...5 2. Market Analysis5
SWOT Analysis………………………………………………………………………..5 2.1. Opportunities………………………………………………………………………6 2.2. Threat……………………………………………………………………………...6 2.3. Stregth……………………………………………………………………………..7 2.4. Weaknesses8

3 Fundamental Marketing Strategises……………………………………………………9 3.1. Supply Strategies……………….. ……………………………………………….9 3.2. Demand Strategies………………………………………………………………. 9 3.3. Positioning Strategies……………………………………………………………10 4. Marketing Mix Strategies…………………………………………………………….10 4.1. Product Strategy10 4.2. Distribution Strategies10

5. Promotion Strategy10
5.1. Personal Strategy11
5.2. Advertising……………………………………………………………………….11 5.3. Public Relation12
6. Marketing Research12
6.1 Implementation & Coordination13
6.2. Control14
7. Sales & Forecast14
8. Contingency Plans14
9. Conclusion15

Strategic Situation Summary

A review of the comparative figures of the local commercial banks as at fiscal year-end 2000 revealed that the HYBS Bank Ltd continues to hold the leading position in the industry with 34% of assets, 38% of loans and 35% of deposits. Its loans-to-deposits ratio at 76% is also at an acceptable level within the Central Bank’s guidelines of 75% to 85%. Despite its strong position, however, HYBS Bank Ltd could not achieve the level of profitability of its competitors. Our return on assets (RAO), for instance, was only 0.65% compared with the average industry return of 0.81%. Our research has shown that the poor result was due mainly to low interest spread earned from the Public Sector, which accounts for 48% of our deposits and 28% of our loans, and receive concessionary interest rates.

The Government of the country, shareholder of the Bank, as part of its proposed housing development program for the country, has directed the Bank to approve 100% mortgage financing for public servants amounting to $65 million over the next three years. The Bank’s five years strategic plan for the period 2005 to 2010 does not include this estimated growth and the competition for deposits is currently very tight. This situation therefore represents a daunting task for management to secure the required funding for these loans if it is to maintain a level of liquidity within the Central Bank’s guidelines. On the other hand, however, it has created a golden opportunity for the Bank to increase market share in other areas and to make more money.

In light of the circumstances, a plan has been prepared with a view to raising the required deposits, while at the same time strengthening the Bank’s position in the local industry and achieving increased profitability year after year.

A careful look has been taken of both our external and internal environments. The external analysis looked at the macro-environment, the market and the competition, while the internal analysis examined the Bank’s performance, as well as its management and staff, infrastructure and delivery, and its customers. A “SWOT” analysis was then performed, enabling us to identify our, strengths, weaknesses, opportunities and threats. This analysis lends to the view that it is imperative that we change our existing strategy and focus on other markets. It is not suggested that we ignore our existing market of catering to the public sector, but rather that we re-focus our energies on the wealthy nationals over 50 years of age, returning home or resident locally, including doctors, lawyers, managers, entrepreneurs and retired persons. I firmly...
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