Submitted by: SHUMAILA JAMAL G.

R No:

1511-109-015

Submitted to:

Sir M.A Butt

Table of Contents
Acknowledgement...1 Executive Summary..2 Introduction and Background ..3 Historic Perspective of NBP.........6 Corporate Strategy......8 Structure, system and Process..9 Market Driven Strategy...10 Distinctive Strategy....11 Creating Value for Customer.11 Achieving Superior performance...12 Formulate Market Driven Strategy among * Product Market Structure.13 * Competitive Space..13 * Market Segmentation14 * Market Targeting..14 * Position of Product15 * Four Ps of Marketing........16 Recommendation to the Management..18 Future Strategic Implications....19

ACKNOWLEDGEMENTS
In the name of

, The most kind and most merciful. First of all I am grateful Thanks to ALLAH Almighty, who bestowed me with health, abilities and guidance to complete the project in a successful manner, and respect for our beloved Prophet Peace Be Upon Him who made us recognize our creator. Without the support of these I m unable to perfume the task. I am indebted to many people for the successful completion of this document. I would not forget to thank to my instructor Sir AHMED BUTT for his generous support. I am also thankful to employees of National Bank who provided me a friendly and knowledgeable environment through which I learned a lot.

EXECUTIVE SUMMARY
This summary is about my report that I have undergone at National Bank of Pakistan. The main purpose of report is to learn, by working in practical environment and to apply the knowledge acquired, during the studies, in a real world scenario in order to tackle the problems. The objective of this report is to fully describe my interview. Efforts have been made to compile this report in such a way that activates its salient features not only for students but also for the layman. I have divided this report into different sections. First section is about introduction of NBP in which I have discussed introduction & background and historical perspective of NBP, vision, mission. Second section is about strategies in this I have discussed corporate strategy, structure, system and process and departments of NBP. Third section discusses the market driven strategy in which becoming market oriented, customer focus, competitors intelligences and cross functional coordination is discussed. Fourth section is about distinctive capability, classifying capability, customer value. Fifth section is about the initial stage of marketing in this I have discussed the competitive space, segmentation, target market, market positioning and the last 4Ps of marketing. I will discuss my duties, accomplishment, new knowledge acquired, problem encountered, and last how this experience impact on my career.

INTRODUCTION
National Bank of Pakistan is one of the largest commercial bank operating in Pakistan. It has redefined its role and has moved from a public sector organization into a modern commercial bank. The Bank's services are available to individuals, corporate entities and government. While it continues to act as trustee of public funds and as the agent to the State Bank of Pakistan (in places where SBP does not have presence). It has diversified its business portfolio and is today a major lead player in the debt equity market, corporate investment banking, retail and consumer banking, agricultural financing, treasury services and is showing growing interest in promoting and developing the country's small and medium enterprises and at the same time fulfilling its social responsibilities, as a corporate citizen. In today's competitive business environment, NBP needed to redefine its role and shed the public sector bank image, for a modern commercial bank. It has offloaded 23.2 percent share in the stock market, and while it has not been completely privatized like the other three public sector banks, partial privatization has taken place. It is now listed on the Karachi/Islamabad/Lahore Stock Exchanges. National Bank of Pakistan is today a progressive, efficient, and customer focused institution. It has developed a wide range of consumer products, to enhance business and cater to the different segments of society. Some schemes have been specifically designed for the low to middle income segments of the population. These include NBP Advance Salary, NBP Saiban, NBP Kisan Dost, and NBP Cash n Gold. The bank has implemented special credit schemes like small finance for agriculture, business and industries, administrator to Qarz-e-Hasna loans to students, self employment scheme for unemployed persons, public transport scheme. The Bank has expanded its range of products and services to include Shariah Compliant Islamic Banking products. For the promotion of literature, NBP recently initiated the Annual Awards for Excellence in Literature. NBP will confer annual awards to the best books in Urdu and in all prominent regional languages published during the defined period. Patronage from NBP would help creative work in the field of literature. The Bank is also the largest sponsor of sports in Pakistan. It has provided generously to philanthropic causes whenever the need arose. National Bank of Pakistan has built an extensive branch network with over 1282 branches in Pakistan and operates in major business centre abroad. The domestic branch network has been automated and is online. The Bank has representative offices in Beijing, Tashkent, Chicago and Toronto. It has agency arrangements with more than 3000 correspondent banks worldwide. Its subsidiaries are Taurus Securities Ltd, NBP Exchange Company Ltd, NBP Capital Ltd, NBP Moradabad Management Company Ltd, and CJSC Bank, Almaty, Kazakhstan. It has recently opened a subsidiary in Dushanbe, Tajikistan.

BACKGROUND
Evolution of banking in Pakistan
In 1947 there are very hard days for the whole banking sectors in Pakistan; the country today possesses a full range of banking and financial institutions to cope with various need of the economy. In 1947 There 3496 offices of Indian scheduled banks our which as many as 487 were situated in territories now constituting Pakistan. The Reserve bank of India was the central baking authority in India. It was decided on partition of countries that in the interest of smooth transition it should continue to function in newly emerging state in 1948 at Pakistan, until 30 th Sep. In early due to uncertainty and unsuitability the banking sector suffer heavy losses. This resulted in a negative effect on banking service in Pakistan. Due to collapse of the new state by pushing a deliberate policy of withdrawals the Indian bank offices closed quickly. The number of scheduled banks thus declined from 487 branches before independence to only 195 branches in 1948 until 30th June.

Banking Start in Pakistan

In 1948 the banking situation is very tense and then committee was immediately setup to formulate a scheme of central banking legislation of Pakistan. Many specialist were come and gives opinion that in view of the acute shortage of trained staff, idea of establishing a central bank and best that could be attempted was the setting up of a currency board until such times as sufficient staff could be organize to operate a central bank. There was come one question since independence of Pakistan that whether the institution should be only a currency board or a full control central bank had exercised the mind of the Pakistan government. Every time is was realized that the shortage of trained personal to run the central bank would present serious difficulty in view of the tangible advantages that a central bank enjoyed over currency board. Now this time government has come to ultimately decided to take the important step of setting up a fully fledged central baking authority. The problem was the banking authority in the country had been totally disrupted and there was an urgent need for their rehabilitation. Then banking sector pass the hardly Time as Act, an order was drafted, known as the state bank of Pakistan order, which was transmit by the government of Pakistan on 12th May 1948. And first time in Pakistan a central bank come name The State Bank of Pakistan was declared open on 1 July 1948 by the father of the nation. The State Bank of Pakistan First tasks faced the replacement of Reserve bank of India notes which was circulated. The State Bank issued in October 1948 in the denominations of Rs. 5 to 100.
6

Nature of Bank
The state bank recommended the setting up a new banking institution to serve both as an agent to the state bank as well as the spearhead of it credit policies. Then the National Bank of Pakistan was setup under an ordinance in November 1949. National Bank of Pakistan is a service oriented financial institution. He is working for its customers besides making profit for the organization. This financial institution required the customers both retail and corporate banking facilities. It also commences the govt. transactions like govt. accounts, govt. drafts and payments services of the bank thus can be categorized as under. Basic banking like borrowing and lending of money Discounting of Bills of Exchange and foreign exchange. Buying and selling bullion and foreign Exchange Collecting Negotiable instruments on behalf of the customers. Generating Latter of Credit Receiving valuable goods for safe custody. Acting of agents on behalf of the customers Different offers for the customers for their benefits. Work as a clearing house on behalf of the State bank of Pakistan For small cities work as a main bank on behalf of the State Bank of Pakistan.

HISTORICAL PERSPECTIVE
The history of National Bank of Pakistan is part of Pakistans struggle for economic independence. National Bank of Pakistan was established on November 9, 1949 under the National Bank of Pakistan Ordinance, 1949 in order to cope with the crisis conditions which were developed after trade deadlock with India and devaluation of Indian Rupee in 1949.Initially the Bank was established with the objective to extend credit to the agriculture sector. The normal procedure of establishing a banking company under the Companies Law was set aside and the Bank was established through the promulgation of an Ordinance, due to the crisis situation that had developed with regard to financing of jute trade. The Bank commenced its operations from November 20, 1949 at six important jute centers in the then, East Pakistan and directed its resources in financing of jute crop. The Banks Karachi and Lahore offices were subsequently opened in December 1949. The National Bank of Pakistan came forward to establish its offices in the Cotton growing areas and extended credit facilities liberally in order to restore stability to the market. In 1951, the country was once again faced with a crisis in the cotton trade when prices was crashed and touched the lowest level since independence following the cessation of hostilities in Korea. The bank in collaboration with the cotton board provided the necessary Credit facilities to the trade and the crisis was tided over. The nature of responsibilities of the Bank is different and unique from other banks/financial institutions. The Bank acts as the agent to the State Bank of Pakistan for handling Provincial/Federal Government Receipts and Payments on their behalf. The Bank has also played an important role in financing the countrys growing trade, which has expanded through the years as diversification took place. The National Bank of Pakistan has its headquarters in Karachi, Pakistan. The bank operates 1249(2008) branches in Pakistan and 22(2008) overseas branches. Under a trust Deed, the bank also provides services as trustee to National Investment Trust (NIT) including safe custody of securities on behalf of NIT. The National Bank of Pakistan has assets worth Rupees 737976.44million on September 30, 2008. The precise summary of National Bank of Pakistan regarding its countrywide and overseas operations is as follows: 1949 National Bank of Pakistan (NBP) was established under the National Bank of Pakistan Ordinance 1949 and was 100% govt.-owned. NBP acted as an agent of the Central Bank wherever the State Bank did not have its own Branch. It also undertook Government Treasury operations. Its first branches were in jute growing areas in East Pakistan. Offices in Karachi and Lahore followed. 1950 NBP established a branch in Jeddah, Saudi Arabia. The Bank in 1950 had one subsidiary The Bank of Bahawalpur on December4, 1947 by the former Bahawalpur State
8

1955 by this time NBP had branches in London and Calcutta. 1957 NBP established a branch in Baghdad, Iraq. 1962 NBP established a branch in Dar-as-Salaam, Tanganyika. 1964 The Iraqi government nationalized NBP's Baghdad branch. 1965 The Indian government seized the Calcutta branch on the outbreak of hostilities between India and Pakistan. 1967 The Tanzanian government nationalized the Dar-Es-Salaam branch. 1971 NBP acquired Bank of China's two branches, one in Karachi and one at Chittagong. At separation of East Pakistan NBP lost its branches there. NBP merged with Eastern Mercantile Bank and with Eastern Bank Corporation. 1974 The government of Pakistan nationalized NBP. As part of the concomitant consolidation of the banking sector, NBP acquired Bank of Bahawalpur (est. 1947). 1977 NBP opened an offshore brain Cairo. 1994 NBP amalgamated Mehran Bank (est. 1991). 1997 NBP's branch in Ashgabat, Turkmenistan commenced operations. 2000 NBP opened a representative office in Almaty, Kazakhstan. 2001 State Bank of Pakistan and Bank of England agree to allow only 2 Pakistani banks to operate in the UK. NBP and United Bank agreed to merge their operations to form Pakistan International Bank, of which NBP would own 45% and United Bank 55%. 2003 NBP received permission to open a branch in Afghanistan. 2005 NBP closed its offshore branch in Cairo.

Corporate Strategy of NBP

The corporate strategies of NBP are improved customer service, brand representing, and image building portraying positive image through media. Key components are print and electronic media and campaign and media relations.

Corporate Vision
To be recognized as a leader and a brand synonymous with trust, highest standards of service quality, international best practices and social responsibility.

Corporate Mission
NBP will aspire to the values that make NBP truly the Nations Bank, by:
Institutionalizing a merit and performance culture. Creating a distinctive brand identity by providing the highest standards of services. Adopting the best international management practices. Maximizing stakeholders value. Discharging our responsibility as a good corporate citizen of Pakistan and in countries where we operate.

Resources
A very important asset of NBP is hard working and educated employees to doing work are honesty and on time, these play a vital role of any successful organization.

10

STRUCTURE, SYSTEM AND PROCESS

As we know that structure basically determines the composition of business so NBP has different structure according to different department like Finance department has finance structure, marketing department has marketing structure. They NBP have different structure banks structure. After the elimination of Pakistan Banking Council, each bank was put under the supervision of an independent board of directors. Since the new organizational structure of the bank, National Bank of Pakistan constitutes a board of directors and an executive committee as the governing bodies. The Head office is operationally in charge of central affairs including the delegation of powers and authority to 9 Regional Headquarters allover the country. These Regional Headquarters direct the functions of the 40 Zonal Offices and 12 Corporate Branches. The Head Office has 9 divisions that are further divided into wings. Board of Directors nominates the members of the executive committee and executive committee nominates divisional Heads. The HRP processes of national bank of Pakistan are: Interfacing with strategic planning and scanning the environment. Taking an inventory of the company's current human resources. Forecasting demand for human resources. Forecasting the supply of HR from within the organization and in the external labor market.

11

MARKET DRIVEN STRATEGY

The NBP is also following the market driven strategies in all our products and services, especially in products which are launched recently, for example cash and gold, advance salary. The development of a market-driven strategy is not a short term endeavor. A considerable amount of effort is necessary to build a market-driven organizational culture and processes.

Becoming Market Oriented

As we know that a business become market oriented if its culture is systematically and entirely committed to the continuous creation of superior customer value. The ministry of Finance creased to have jurisdiction over the NBP still had to coordinate credit availability with the central annual plan. Legislation directed state bank only to loans funds to enterprises that met self-financing criteria. State bank were allowed to raise interest rates and accept time deposit. Government imposed an income (profits) tax on enterprises.

Customer focus
NBP is building a strong customer focus and relationship based on integrity. Currently NBP is focusing on small and medium enterprises for generating higher yields. National Bank of Pakistan is today a progressive, efficient, and customer focused institution. It has developed a wide range of consumer products, to enhance business and cater to the different segments of society. Some schemes have been specifically designed for the low to middle income segments of the population. These include NBP Advance Salary, NBP Saiban, NBP Kisan Dost, NBP Cash n Gold.

Competitors Intelligence
NBP launched any new services; they thoroughly study or analyze their competitors and customer needs. Competitive Intelligence is information of a company's markets, which we prepared for decision-making in determining the business opportunities, business contracts & deals, pricing, typical deal structures, competitor's future plans, acquisition opportunities, identifying potential channel partners, market penetration strategy.

Cross Functional Coordination

In NBP there is a boundary between their departments there is totally non-cross functional coordination is there which a tool of national bank of Pakistan is. Peoples of finance department only know about the financial work they dont knew about marketing department issues etc.
12

DISTRINCTIVE CAPABILITY
National Bank of Pakistan is at the forefront of international banking in Pakistan. The bank's belief in its client's capabilities, and its commitment to the country. Creating a distinctive brand identity by providing the highest standards of services. Adopting the best international management practices. To create more and more stakeholders value. Increase our responsibility as a good corporate.

Classifying Capabilities
NBP analyze and surveyed what service has high needed which were introduced by our competitors. National bank of Pakistan used need analysis techniques.

Creating Value For Customer

Customer Value
At NBP highly value our customers and in order to better assist our customers nbp have set up a dedicated complains and inquiry cell. In case of any questions or inquiries pertaining to home remittances and any department, we can be reached through mentioned The National Bank of Pakistan (NBP) was granted a license to expand its operations in Saudi Arabia by the Saudi Arabian Monetary Agency (SAMA). NBP dedicated and committed staffs to cater their valued customers. NBP is constantly working to boost its services and expand its correspondent network all over the world to achieve greater customer.

13

Achieving Superior Performance

Market Sensing Capabilities
Honeywell Sensing and Control brings engineering expertise and capabilities that no other company offers. Customers have different needs and different behavior to fulfill those needs. as you know that development of an effective market sensing capability is not a simple task. Various information sources must be identified and processes developed to collect and analyze the information. In the past, the term "national bank" has been used synonymously with "central bank", but it is no longer used in this sense today. Some central banks may have the words "National Bank" in their name; conversely if a bank is named in this way, it is not automatically considered a central bank.

14

Service Market Structure

Marketing Department Customer Service Department Head of CS Depatment Consumer Finance Department Head of Consumer Finance

Agriculture Department

Auto Finance Department Head of Auto Fnance Deptment

Head of Agri. Department

Jounior Officer

Grade 1 Officer

Jounior Oficer

Jouior Officer

Competitive Space
Competition in banking is intense and every bank whether it is Pakistani, and arrange them in such a way which provides maximum space and convenient. It is the areas of business in which a firm feels comfortable against competitive pressures, on the basis of its cost advantage and/or technological leadership. The first step of competitive analysis is to think of an Industry as an Arena means identify that who is your customer?? What is your product?? and how you can implement new technology?? NBP gain its competitive space by finding their existing or potential customers, (Govt./Business/Retail, Volume, Demographic, Geographical, Benefit & Psychographic) they knew their products characteristics

15

Segmentation
NBP doe segmentation of behavioral bases because customers have different needs and different behaviors to fulfill those needs. NBP have segmented the market in different layers and for each layer/segment is a different product with different features. National Bank of Pakistan segment in market as geographical demographic the size of the this market is very wide as compares to other markets. So, in geographical segment of the NBP is divide their segment as religion and cities atmosphere. The most of the population of Pakistan is Muslim so it offer both Islamic banking and commercial banking for religious group it offer Islamic banking free of interest rate and for secular group it offer the commercial banking In demographic segment it divide the market into age income education occupation and nationality. And other is workings as a leader of the bank and performing the clearance department functions NBP is offer different product for different segment to target customer in demographic segment. it is divide the market into age wise for example student 18-30 and retired or pensioner 40-65 For student National Bank of Pakistan provide some special deposit account NBP has also segment their market in occupation the target audience that are related to agriculture provide them different kind of scheme Kissan Dost etc.

Target Market
They divided their markets are; Labor Business persons Students

They usually target labor class and lived out of country to transfer money of our families to fulfill their needs. They also targeted students into their colleges and universities because they save money for study expenses. NBP main focus is to encourage the people to serve the people. The goal is to reach a subset of the population who may be interested in your particular product. This focus group of people is your target market. The target market of NBP is given below which is based on

16

Objective of the organization which it wants to achieve target market of nationl bank is Customer having deposit Kissan Customer who wants to purchase vehicle All agriculture related Customer desires different loan School college and business industries Financial invertors Consumer having interested to purchase on leasing Religious group interested in Islamic Banking Group of people needs to get banking services such as utility bills collector

In the term of targeting the market is used when that market is the target at which you aim of all your marketing efforts. The markets you are trying to reach are people with common characteristics that set them and apart as a group. There are two important factor to consider when selecting a target market segment are the Attractiveness of the Products Resources and capabilities

Market Positioning
Positioned as THE NATION BANK. In all over products they have positioned trust, affordability, convinced and hassle-free services. NBP is having a unique position in the mind of the people because of the good repute in the market. In marketing, positioning has come to mean the process by which bank try to create an image or develop the minds of their target market for its product, brand, or organization. It is the 'relative competitive comparison' their product occupies in a given market as perceived by the target market. National Bank of Pakistan has strong positioning in the mind of their customer or target market due to its product unique attribute characteristic feature and superior service. Top management always tries to differentiate their product and service using different Promotion scheme. To communicate their audience and create strong identity, smarter
17

name, crisper new colors and fresh new look are an insight to our views on banking. The aim to provide innovative financial solutions to customers, with the security of knowing they are dealing with one of the strongest financial institutions in the country.

4Ps Of Marketing Of NBP

Product
A product is anything that can be offered to a market to satisfy a want or need and a service is an act or performance that is essentially intangible and does not result in the ownership of anything. What products or services have to be offered to the target market depends on the market requirement and also the organizations profits. The organization will offer those products and services, which result in maximum profits and minimum costs. A bank is an organization rather a financial institution that provides products such as different types of deposits and services like foddering financing facilities to its customers. National Bank offers a diversified line of products and services to its customers. The unique products and services offered by National Bank are as follow: Consumer banking Corporate banking Commercial banking NBP advance salary NBP cash card NBP cash & gold NBP Karobar NBP Kisan Dost NBP online banking NBP Saibaan SWIFT

Price
It is second important tool of marketing mix because it plays a major role in determining the customers choice. Also it is the only marketing tool that results into revenue. The banks offer advances to their clients by charging ascertain rate of mark up or interest. This mark up or

18

interest charged is the price. The customer makes a comparison between the prices offered by other financial institutions and National Bank and then selects the most suited offer.

Place
The location of the bank plays a vital role in making its operations profitable. If the bank is located in some business center then it will be very easy for it to attract business people as its customers. Therefore NBP has most of its branches at places where it can reach its targets customer easily. Here is a list of the banks locations in Pakistan accordance to each province or territory; Sindh: Dadu, Sanghar, Hyderabad, Jacobabad, Shikarpur, Karachi, Larkana, Mirpurkhas, Badin, Nawabshah, Sukkur, Khairpur, Tharparkar. Punjab: Bahawalpur, D.G. Khan, RYKhan, Faisalabad, Gujranwala, Sialkot, Narowal, Jhang, Jhelum, Gujrat,Chakwal, Darya Khan , Bhakkar, Lahore, Multan,Murree, Attock, Gilgit, Rawalpindi, Sahiwal, Sargodha,Sheikhupura. NWFP: Abbottabad, Mansehra, Bannu, D.I. Khan,Kohat, Mingora, Mardan, Peshawar. Baluchistan: Quetta Azad Kashmir: Muzaffarabad, Mirpur.

Promotion
National Bank is actively participating in promotion of its products and services through advertisement and other promotional schemes. Initially, the bank focused on the upper class customers only and offered products for a limited class of people. But now the strategy has been changed and the bank is now targeting the middle market also. The products offered are of diverse nature to cater the needs of maximum number of people.

19

RECOMMENDATION
There are some recommendations for improvement of National Bank of Pakistan. Improve marketing research Introduction of Modern Forecasting Techniques. Supporting social intermediation Flexible Policies job security Permanent Hiring Job Training Programs Perquisites and Allowances Revival of the Charges Adoption of Effective technology Decentralize Decision making The process of a transaction should be short in order in save time for both customers and the bank. It is suggested that promotion be given to the staff in due time and on the merit base. The bank should renovation of the branches to improve environment and atmosphere to attract the customers. Sitting arrangement, air conditioning and new furniture should be facilitated The Bank should introduce the computers software to cope the heavy load of work and better control. Extra counters should be established in order to facilitate during the rush days the difficulties faced by the bank staff as well as the customers. All Branches of the Bank must be online early.

20

Procedure of receiving loans should be easy and short time to facilitate the borrowers and enhance the profitability of the Bank. Professional people should hire Coordination between the employees Better Communication There is an immediate need to make a new recruitment policy Decentralization Delegation of Authority Enhanced Customers Services Latest reorganizing efforts are necessary to make modern banking system. The procedure of taking services from the bank must be made easier and straight forward not involving long difficult procedure for simple task. To remain in the market bank need to be vigilant in the eyes of customer.

Future strategic Implications

Capital has been accumulated and, equally important, it has become more productive the share of private investment in total investment raised from very low levels in early 1990s to 57 per cent in 2010. The stock of foreign direct investment within Poland accounted for only 17 per cent in 1990, but amounted to 38 per cent last year; Poland has become outward oriented, seeking export markets while building up the domestic market Polands exports/GDP ratio has increased from 26 per cent to 45 per cent in 2011. The country has built institutions that promote long-term growth. For instance, Polands strategy to develop the local capital markets, and a more resilient financial system.

21

REFRENCES

Name: Ali Ahmed Zaib Company: National Bank of Pakistan Division/Department: Corporate Communication &Board Management Division Position: Senior Manager Place of Interview: Head Office, Karachi

www.nbp.com www.google.com

22

QUESTIONNAIRE
STRATEGIC MARKETING

Respondents profile:
Name: ------------------------------------------------------------------------------Company: --------------------------------------------------------------------------Division/Department: -------------------------- Position: ----------------------Place of Interview: -----------------------------------------Date: --------------------------------

Your kind inputs are needed to fill out this questionnaire. In advance, we extend our sincere thanks for sharing your valuable time. Please Note: Wherever necessary please check the appropriate box

Q.NO.1 Could you please provide the brief history of your organization including Parent Country Company? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Q.NO.2 a) Please tell us something about your Corporate Strategy and its key components. ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------b) Please give your perspective on the currently implemented Corporate Strategy ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Q.NO.3 In order to have a high performance organization, these days it is imperative that companies should follow Market-Driven Strategy. What is the scenario in your organization? please explain -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

23

Q.NO.4 With a view to have competitive advantage in the industry the company does ProductMarket Structure and competitive space analysis. Please tell us in this context what type of analysis you undertake while designing the Market-Driven strategy? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Q.NO.5 Segmentation is a key component in eventually creating value for customers. Could you please tell us what techniques do you use? Please check the appropriate Box 5.1- Demographic basis 5.2- Psychographic basis 5.3- Behavioral basis 5.4 -Any other Subsequently please provide the elaboration on the checked technique(s).

Q.NO.6 Kindly tell us the business model and criteria you use while defining the MarketTarget for your Brand/Product ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Q.NO.7 Positioning of product is a crucial phase. Kindly tells us what methods do you exercise in the process of positioning product/brand vis-a-vis competitors? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Q.NO.8 Product Strategy include key activities among others: conceiving the product idea, Product Development, and subsequently commercialization. Please give us your critical perspective on these facets ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Q.NO.9 a) Pricing Strategy plays a focal role in positioning the product and creating value for the customer. Please give your strategic details on pricing strategy currently being implemented

24

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------b) Are you satisfied with the results of pricing strategy? Yes No

In either case please provide the details ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Q.NO.10 a) In the current era companies are using multi-channels including net to reach to their potential customers. Please provide your idea on the channel strategy especially designed to support the positioning and Marketing Strategy ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------b) Are you satisfied with the results so far achieved through this channel strategy? Yes No

In either case, please provide the details ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Q.NO.11 a) In this contemporary age the MNCs are using non-traditional model of implementations i.e. (Balance Score Card). Kindly tell us strategic situation in your organization relative to strategy implementation ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------b) Please tell us how are the results related to strategy implementation? Do give your comments please -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

25

Q.NO.12 a) Strategy evaluation and control is equally important activity. Please tell us what mechanisms are in place to keep the strategy on the track. Please provide the detail ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------b) Are you satisfied with the current mechanisms outcomes? Yes No

In either case please provide the details ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Before we depart, we once again extend our sincere thanks for enlightening us with your invaluable inputs and insights. Finally, if you have any comments/observations which you think is critical for our assignment, please provide the details. -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Interviewers: 1.____________________________________ 2.____________________________________

Preston University Karachi Campus

26

SWOT ANALYSIS
Strengths
Some other strengths of National Bank of Pakistan are following. Functioning as an agent of State Bank of Pakistan Having Highest Assets and Capital in Pakistan Stable AAA/A-1+ (Tipple A/a-One Plus) rated bank Declared Worlds best Foreign Exchange bank in 2008 Pakistan by its overseas operations Highest Profitability bank of Pakistan Computerized networking: Focus on expending business worldwide: Organizational culture: Strategic top management:

Weaknesses
There is some of another weakness in the National Bank of Pakistan system. Lack of computer network Lack of modern equipment Unsatisfactory corporate culture of the Bank Physical environment and atmosphere compare to other banks is not meet the standard Less number of Online Branches Shortage of staff- per employee customer is very high side Technical education and training of staff is insufficient Less Monitoring and control of branches Political interference in the recruitment system Uncertainly among the employees due to threat of downsizing Extremely burden on employees due to work pressure No coordination among the employees. The general out look an interior layout of branches are not as required according to modern banking Less numbers of ATM machine.

27

Opportunities
Some other opportunities of National Bank of Pakistan are following. Electronic banking Micro financing Political influence and instability Closing of all those branches which are burden on NPB Management to offer specialized services to major corporate Stronger and deeper relationships with existing and potential customers. Cross selling of other Union Bank Products. Sponsor it based projects Good will and better images Growth in the industrial sector. Starting of the retail banking initial working Committed employees due to payment of higher salaries. Government patronage To improve the motivation of staff

Threats
Political influence and instability Sick projects Lack of modern baking system Emergence of new competitors Political pressure by elected government Downsizing Customer complains SBP penalties due to low internal control. NBP staff code of ethics and practices. High number of complaints regarding staff behavior. Government, SBP and Prudential Rules and Regulations. High probability of competitive reaction Government Schemes, Government Revenue Collection, Government. Payments and FBR Collections create heavy workload. Foreign banks may increase marketing support and aggressive sales drive.

28