BDO case study

Topics: Bank, Commercial bank, Retail banking Pages: 36 (10365 words) Published: September 23, 2014
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 Firm’s Existing Vision and Mission Statements
2.1 The Existing Vision Statement

We shall be at the forefront of the leasing and financing industry in the Philippines and in the Asia Pacific Region. We shall extensively have the Most Market Reach and shall be composed of highly trained, technically competent, and upright professionals working as a team and contributing to the growth of the nation and the communities we serve. Recognizing that the customer is the focus of our activities, we shall lead the industry by providing modern and relevant financial services which exceed his expectations.

2.2 The Existing Mission Statement

To be the best bank in every market we serve by consistently providing innovative products and flawless delivery of services, proactively reinventing ourselves to meet market demands, creating shareholders value through superior returns, cultivating in our people a sense of pride and ownership, and striving to be always better than what we are today… tomorrow.

3.0 The Proposed Vision and Mission Statements and Objectives 3.1 The Proposed Vision Statement and Rationale

For BDO, it is better to retain its existing vision statement; the existing statement would already suffice. Its current vision statement is already comprehensive and addresses the goal/s or the long-term foresight of the bank.   3.2 The Proposed Mission Statement and Rationale

To be the best bank to both corporate and individual customers in every geographic market we serve by consistently providing innovative products and flawless delivery of services using the most convenient and advanced technology, proactively reinventing ourselves to meet market demands, creating shareholders value through superior returns, cultivating in our people a sense of pride and ownership, and striving to be always better than what we are today… tomorrow. Rationale

       In the revised mission statement, only a few phrases were added; particularly on the customer,...


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