MARA UNIVERSITY OF TECHNOLOGY

FACULTY SPORT SCIENCE AND RECREATION

COURSE

SMG 605 – STRATEGIC MANAGEMENT IN SPORT

ORGANIZATION

TOPIC

ASSIGNMENT 1
(GROUP)

PREPARED BY:

MOHD AZIZUL HAKIM BIN KHALID 2015257634

FADZULLAH SUHAIMI BIN MOHD NOOR 2015386287
KAMALUDDIN BIN KAMIS 2015561553
AHMAD FAIQ BIN ABDUL SHUKUR 2015942885
AHMAD BIN ABD GHANI 2014152313

NSRB3A

PREPARED FOR:
DR. NADIAH DIYANA TAN BINTI ABDULLAH

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Mission

To Sustain The Position Of Being The Most Efficient, Profitable and Respected Premier
Financial Institution In Malaysia.

Vision

To Be Ranked Among The Top 100 Banks In The World.

Objectives of Public Bank

For Customers

By providing the most courteous and efficient service in every aspect of its business by
being innovative in the development of new banking products and services.

For Employees

By promoting the well-being of its staff through attractive remuneration and fringe
benefits by promoting good staff morale through proper staff training and development
and provision of opportunities for career advancement.

For Shareholders

By forging ahead and consolidating its position as a stable and progressive financial
institution by generating profits and a fair return on their investment.

For The Community

By assuming its role as a socially responsible corporate citizen in a tangible manner by

adhering closely to national policies and objectives thereby contributing towards the
progress of the nation

….WITH INTEGRITY

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PUBLIC BANK SWOT ANALYSIS

STRENGTH 1. One of the top 3 banking group in Malaysia

2. Public Bank Group serves the financial needs of over 8
million customers from all walks of life in Malaysia and
in other countries group operates
3. Unbroken profit track record of the group
4. Leader in residential mortgages ,passenger vehicle
financing ,and commercial property financing in
Malaysia
5. Fast in attending customer because only Public Bank
Group have the standard time in serving customer
WEAKNESS 1. Only a regional player and limited global presence
2. Need more branches as the reach is scarce compared to
the leading banks
3. Since this sector deals with finances, it is the most risky
sector which can change the fate of any
business/Industry.
4. No fixed rate for investments
5. Only provide housing loan and vehicle loan
OPPORTUNITIE 1. Overseas operation and collaboration
S 2. Business diversifications like Insurance and Mutual Fund
3. New business specific products for small and medium
scale enterprise
4. Enhanced more new system in banking
5. Better understanding among the member and the rural
customer
THREAT 1. Increasing competition in home mortgage will inevitably
result in some compression of the next interest margin
2. Sovereign debt crisis in the Euro ZONE
3. Higher capital requirement
4. Failure of some weak branch ha soften threatened the
stability of the bank
5. Competition from other bank such as insurance ,mutual
funds

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STRENGTH

In 1966, Tan Sri Dato’ Sri Dr. Teh Hong Piow founded Public Bank with the vision of
growing Public Bank to be a ‘bank for the public’ serving the banking needs of the
people. Public Bank continues to stand tall after 52 years, drawing its strength from
stability in leadership, sound financial management, astute business acumen,
professionalism and service excellence.

Today, Public Bank is the third largest bank in Malaysia with an asset size of RM419.69
billion and holds a 52 years track record of unbroken profitability. Listed on the Main
Board of Bursa Malaysia, the Bank is the second largest company on Bursa Malaysia
with a market capitalization of RM96.12 billion as at the end of 2018.

Public Bank remains committed towards sustaining its footprint on corporate excellence
and to this end, it has embarked on a digital transformation journey as the way forward,
to meet the future needs and expectations of stakeholders, focusing on taking its
performance to the next level.

In each phase of the Bank’s journey, the Bank has communicated its goals and strategies
to its people to establish and reinforce a common culture that solidifies its corporate
identity and the PB Brand. The Bank’s seamless teamwork across business lines has also
always been a key factor in its success. The Bank therefore treasures its human capital
and its human capital strategy has thus been crafted to not only attract the desired talents
but also to retain and develop these talents to their greatest potential.

As one of the largest banking players in South East Asia, the Public Bank Group has over
18,500 employees reaching out to more than 10 million customers across the region via a
network of 265 well distributed Public Bank branches in Malaysia. The Bank’s overseas
operations comprise a network of 137 branches, with 77 branches in Hong Kong, 4
branches in China, 31 branches in Cambodia, 18 branches in Vietnam, 4 branches in Laos
and 3 branches in Sri Lanka.

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WEAKNESS

The experience of the global financial crisis, the post-crisis market environment and
changes to regulatory frameworks have had a marked impact on the banking sector
globally. In response to their new operating landscape, banks have been re-assessing and
adjusting their business strategies and models.

At the same time, a number of advanced economy banking systems have to confront low
profitability and legacy problems. In bank business models, performance and market
structure over the past decade, and assess their implications for the stability and
efficiency of banking markets. The structural changes in the banking sector after the
crisis. The first message is that while many large advanced economy banks have moved
away from trading and cross-border activities, there does not appear to be clear evidence
of a systemic retrenchment from core credit provision.

Second, bank profitability has declined across countries, and individual banks have
experienced persistently weak earnings and poor investor sentiment, suggesting a need
for further cost cutting and structural adjustments. Supervisors and authorities should
monitor banks’ adjustment, assessing any risks that may emerge, but also play a role in
facilitating the process by removing impediments where necessary.

Third, in line with the intended direction of the regulatory reforms, banks have
significantly enhanced their balance sheet and funding resilience and curbed their
involvement in certain complex activities. Nonetheless, market participants and
authorities should not become complacent about the progress to date and press on with
the implementation of reform. The adaption of the banking sector to the post-crisis
operating landscape warrants ongoing close attention. I hope that this work provides a
useful resource by documenting the state of ongoing structural change in banking, and
providing a starting point for further in-depth analysis.

OPPORTUNITIES

As Public Bank employees many staffs and this has given job to those who are seeking
for jobs. This reduces the unemployment rates of people in Malaysia. It gives an
opportunity for employees who are in the banking industry to apply their skill to develop
the banking industry in Malaysia.

As the profit of each bank in the industry grows, the taxation that they need to pay is also
high and this will increase the government revenue. When the people are invested more
in Malaysia using their services it increase the revenue of the government as well.

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As the banking industry grows and provides opportunities for the local customers
indirectly it also given an opportunity to the foreigners who are in Malaysia. They tend to
use our banking services to have a savings account while they are here for a work
purpose. As banking industry has moved into MEPS where by the users can use the ATM
(Automatic Teller Machine) to deposit or withdraw money at anytime and anywhere.

ATM (Automatic Teller Machine) which is a computerized telecommunications device

that provides a financial institution's customers a method of financial transactions in a
public space without the need for a human clerk or bank teller. Security is provided by
the customer entering a personal identification number (PIN). Using an ATM, customers
can access their bank accounts in order to make cash withdrawals (or credit card cash
advances) and check their account balances. Many ATMs also allow people to deposit
cash or checks, transfer money between their bank accounts, pay bills, or purchase goods
and services.

THREAT

Increasing competition in home mortgages will inevitably result in some compression of

the net interest margin going forward. The compression was manageable. More than half
of the company's pre-tax profit comes from its home loans business, according to
analysts.

Public Bank will continue to keep its credit cost and overheads low to manage the
compression in net interest margin.

This has led to a fierce competition among the domestic banks for a larger share of the
lucrative home and car loans market.

However, with hot money flowing to emerging markets, central banks in the region have
taken steps to tighten mortgage rules that may affect loan growth for banks.

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