BDO case study
Executive Summary
Banco de Oro started its early years in November 1976 when Henry Sy acquired Acme Saving Bank which in August 1977 was renamed to Banco de Oro Savings and Mortgage Bank. Later on, the firm changed its name to Banco de Oro Commercial Bank in December 1994.
The bank initially provides services predominantly to suppliers to Show Mart (SM) and subsequently developed into a full service commercial bank. It was then renamed to Banco de Oro Universal bank when Bangko Sentral ng Pilipinas granted the approval for BDO to operate as an expanded commercial bank in August 1996 and took its initial public offering and was listed on PSE in May 2002 raising approximately Php 2.1 billion.
BDO experienced significant growth in the year 2002-2004 by offering new products and servers and through acquiring banks which includes branch licenses and bank customers. The company’s gross loan portfolio increased by 36% and 8.5% in the years ended 2002 and 2003 respectively.
As of September 30, 2004, the bank outpaces the industry in terms of loan growth and deposit growth, ranking sixth and seventh respectively. Furthermore, it has a strong capital base, strong liquidity, liquid balance sheet and consistent profitability from a diversified earnings stream. The company also has excellent asset quality, being the bank with the lowest non-performing loan ratio among the 42 universal and commercial banks in the Philippines.
Though BDO performance is superb during these years, the company lags in terms of information technology and one way to achieve sustainable competitive advantage is to shift towards the usage of the computer and the internet. Thus, it is the burden for BDO to find ways in developing strategies in implementing information technology in their daily operations.
1.0 Statement of the Problem
How should BDO improve its current competitive position while exploiting the IT developments to be at par with the top banks in the industry?
2.0 The
Banco de Oro started its early years in November 1976 when Henry Sy acquired Acme Saving Bank which in August 1977 was renamed to Banco de Oro Savings and Mortgage Bank. Later on, the firm changed its name to Banco de Oro Commercial Bank in December 1994.
The bank initially provides services predominantly to suppliers to Show Mart (SM) and subsequently developed into a full service commercial bank. It was then renamed to Banco de Oro Universal bank when Bangko Sentral ng Pilipinas granted the approval for BDO to operate as an expanded commercial bank in August 1996 and took its initial public offering and was listed on PSE in May 2002 raising approximately Php 2.1 billion.
BDO experienced significant growth in the year 2002-2004 by offering new products and servers and through acquiring banks which includes branch licenses and bank customers. The company’s gross loan portfolio increased by 36% and 8.5% in the years ended 2002 and 2003 respectively.
As of September 30, 2004, the bank outpaces the industry in terms of loan growth and deposit growth, ranking sixth and seventh respectively. Furthermore, it has a strong capital base, strong liquidity, liquid balance sheet and consistent profitability from a diversified earnings stream. The company also has excellent asset quality, being the bank with the lowest non-performing loan ratio among the 42 universal and commercial banks in the Philippines.
Though BDO performance is superb during these years, the company lags in terms of information technology and one way to achieve sustainable competitive advantage is to shift towards the usage of the computer and the internet. Thus, it is the burden for BDO to find ways in developing strategies in implementing information technology in their daily operations.
1.0 Statement of the Problem
How should BDO improve its current competitive position while exploiting the IT developments to be at par with the top banks in the industry?
2.0 The
Bibliography: Error: Reference source not found