C015An allaround analysis of the CBA.docx

C015An allaround analysis of the CBA.docx

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C015AnallaroundanalysisoftheCBA

Anall-aroundanalysisofCBA

Group:

C015

Members:

孙安琪（队长）吕珂董健行卜璐刘颖墨朱梓怡

摘要：

本文从企业文化，资源，内部环境，管理，市场，竞争优势6个层面对澳洲联邦银行的运营与发展做出了简要的分析，试图探索其之所以成为世界顶尖银行，500强企业的原因以及它所能为中国相关产业带来的借鉴经验。

Keywords:

cultureresourceinteriorenvironment

managementmarketadvantagesincompetition

关键字：

企业文化企业资源内部环境企业管理市场分析竞争优势

Preface

ThecommonwealthbankofAustraliawasestablishedin1991,withsharetransformationandcontinuousinnovation,ithasdevelopedintothelargestrealestatecreditbank,thelargestpensionmanagementcompany,thelargestlifeinsurancecompany,andoneoftheworldtop500enterprises.WhycanCBAachievessuchhugeaccomplishment?

Hereisouranalysis.

Theculture

本段介绍了澳洲联邦银行的文化，包括目标、核心价值、现任高层管理人员以及发展方向计划。

再通过分析澳大利亚人的性格特点、风土人情，解释了该项服务业欣欣向荣的原因。

Fortheculturalbackground,CommonwealthBankofAustralia

（1）aimsatbecomingtheAustralianbestfinancialserviceagenciesthroughtheexcellentservice,includingdevelopingalong-termfinancialbusinessrelationship,bringingoutstandingcustomersatisfaction,providinginnovativesolutionsforcustomers.Itscoresarecustomerservice,equitablejudgment,innovation,cooperation,unity,honesty,trustandthebestbank

（1）.

PresentCEOisRolphNorris,whowasformallyappointedastopcompanyCEOonSep.23rd,2005,whohasworkedonbankingfornearly40years.Themajorpersons-in-chargeoftheinternationalfinancialservicesisGarryMackerell,whomainlyinchargeoftheoverseasbusinessdevelopment,whichaimsatNewZealand,AsiaandFijiIslands.

Financialservicessectorcontrolsalloverseassectors.InOct.2001,GarryMackrellmovedworkingfocustoAsia.TheypurchasedtheANKinIndonesia,andinvested11%stockstoJinanCommercialBank,19.9%stockstoHangzhouCommercialBankand49.9%toBoCommlifeInsuranceCompanyLimited.

TheCommonwealthBankofAustraliahasacultureofmultilingualemployeesandwebsites,simpleandfastaccountopeningsystem,highqualityawards-winingproducts.Also,thebiggestamountofsubbranchesandATMs,24hoursphoneserviceandglobalwithdrawalcultivatetheculture.

（2）Inthestrategyof“Whichnewbank”,theCommonwealthBankofAustraliawillconsolidateitsculturebythreeprojects:

customerservice,loyalemployee,simplifytheoperationprocess

（2）.

Australiansbothhavewesterners’cheerfulnessandeasterners’missish.ThemostprecisesummaryforAustraliansisIAMFREE!

Australianhasarichatmosphereoffreedom,peopleoftencalleachotherbyhisorherfirstnameindailylife,includingemployersandemployees,teachersandstudents.InthedowntownofSydneyandMelbourne,it’scommontoseegentlemenandladieswhoarewearingsuitsgettingtogether,sittingonthegrass,eatingsimplelunch,suchassandwichesandhotdogs.It’sbeyondimaginationthatinthesamemoderncities,forexample,TokyoandHongKong,havingthesamescene.

Australiansarepoliteandeagertohelppeople.Ifyouwalkonamallwithabagofapples,andthebagisbrokenbyaccident,theapplesrollinghereandthere.Thesurroundingpeoplewillcometohelpyoutopickupapplesimmediately,ofcourse,givebacktoyou.Eventherearesomeonewillgiveyouanewbagorboxassubstitute.ThisisAustralia!

BecauseofAustralians’freedommindsandheartstohelpothers,theyarethoughtfulandconsideratetocustomers.Sotheyhaveaprosperityserviceindustry.（3）ServiceindustryistheAustralianeconomy’smostimportantandfastestgrowingsector.In2004and2005,serviceindustry’soutputis595.44billionAUD,about65.3%intotalproduction,withtheemployeesabout6.99million,about74%intotalemployment.Oneofthehighestoutputsisfinancialandinsurance,about8%inserviceindustry’soutput（3）.

（1）

（2）

（3）

Theresources

本段从澳洲银行众多的合作伙伴，优质的人才培养方案，完善且易检索的信息数据库，丰富的自然资源，全方位的金融服务，高级别的信用评定，强大的政府支持几个角度来分析澳洲联邦银行丰厚的资源优势。

TheCommonwealthBankofAustraliaisthelargestbankbymarketcapitalizationinAustralia,withbusinessesacrossthewholeworld.On14August2008theCommonwealthBankdeclareda$4.7billionannualprofit,Thebankhasapproximately7.7millioncustomers,1011branchesand3350ATMs（4000includingitsBankWestATMs）,1000moreATMsthananyotherbank.Judgingfromitstremendousscale,wecanconcludethatCBAhasabundantresources,andhere,wetakethreeoftheseaspectsasexamplestoanalysethecomparativeadvantagesoverresources.

1.Relationresources

（4）TheCommonwealthBank'sinternationalpresenceincludes:

▪RetailbanksinNewZealand（ASBBank）,Indonesia（PTBank

▪Commonwealth）,andChina（11%ofJinanCityCommercialBankand19.9%ofHangzhouCityCommercialBank）.

▪CommonwealthBankbranchesinLondon,NewYork,Tokyo,Singapore,HongKongandAuckland.

▪WhollyownedlifeinsuranceoperationsinNewZealand（SovereignInsurance）

▪JointventurelifeinsurancebusinessesinIndonesia（AstraCMG）;China（ChinaLifeCMG）andVietnam（BaoMinhCMG）

▪FirstStatefundsmanagementbusinessinHongKong,Singapore,London,Fiji,ChinaandIndonesia

▪RepresentativeofficesinBeijing,Shanghai,HanoiandBangalore.（4）

Accordingtotheaboveevidences,wecanseethattheCBAisarealglobalbank,thenumberofitscooperatorsissomanyandalmostcoverthewholeworld,intheprinciplesofeconomics,wehavelearntthatpeoplemeettradeoffsandtradeoffscanmakepeoplebetter-off，itisthesameforenterprices,suchastheCBA,itcanbenefitalotfromitscooperations,Iguessthat'soneofthereasonswhyitcanbeoneofthe'bigfour'Australianbanks.

2.Humanresources

TheCBAalwaysputgreatemphasisonitsemployees'cultivation,itneverstopdevelopingtheemployees'professionalabilities,loyaltyandteamspirits.Ithelpstheemployeestomakeplansbasedontheirvocationalneedsandpersonalcharacteristicses,thenthetrainingwillbedonebyprofessionaltrainingagencies.Inthisway,theCBAsuccessfullycombinethebank'spurposewithemployees'development,andthusgetabetterandbetterhumanresources.

3.Informationresources

（5）TheCBAestablishedaCRMsystemwhichhasmagnificentscaleandisfullfunctionalinitsFinancialandRiskManagement,andtheGCMR（GroupCredit&MarketRisk）isinchargeofit.Thedailyinformationofcustomers'arecollectedbyclerkswhoworkatlocalbanks,andafteraccumulatingforsomanyyears,theCBAhasgotalmostalltheretailinvestorsandcorporatecustomers'information,andit'sveryconvenienttosearchtheseinformation.Inaddition,theCBAdividesitscustomersinto5parts,theseareretailcustomer,smallbusinesscustomer,medium-sizedbusinesscustomer,large-sizedbusinesscustomerandultra-largetypebusinesscustomer.AndtheCBAcanalwaysupdateandstorethecustomers'informationwhenevertheinformationchanges.（5）Thismethodcanmakesurethemanagerswillmakeproperdecisions,anditishelpfulinfindingouthowcustomersaregettingalongthuscanhelpbankstobepreparedofrisks.

4.Naturalresources:

eventhoughnaturalresourceisinagreatquantityinAustralia,CBAkeepcontinuallyseekingcooperationwithoverseasbankstoachievemutualcomplementarityincludingchinaanditsfirstbranchinchinaissetinshanghai.

5.Financeresources:

CBAfocusonprovidingintegratedfinancialservicesincludingincludesthemanagementofthefunds,pension,lifeandgeneralinsuranceanditalsotakemanyeffortinglobalassetmanagement.Italsoseekscooperationwithoverseasbanks,especiallyAsianones,inthetermoffinance.（6）‘FinancialservicesofferedbythebankplayaleadingroleintheplanningofinternationalgrowthofthebankbyfocusingonstructuringanoffshoreexpansionstrategyintheregionofAsiapacific’（6）

（7）

（7）

6.Brandresource:

ThebankhasAA-ratingfromtheinternationalratingagencieslikeStandard&Poor'sandAAratingsfromFitch.Itswell-knownforitsgoodcustomerservicesandithavegotagoodreputationforitssteadymanagingsituation.

7.Governmentresource:

CBAgetssupportfromthegovernmentnotonlyinfinancebutalsoinpolicy.AgoodexampleforthatistheAsianstrategy,

（4）

（5）澳洲联邦银行的客户统一授信管理（中国工商银行悉尼代表处）

（6）

（7）.au/

Theinteriorenvironment

本段主要对组织结构,发展策略和企业核心竞争力对澳洲联邦银行稳健的内部环境做一个简要的分析,并对其进一步提高竞争力做了些小建议。

Theinteriorenvironmentanalysisofaenterpriseisasystemconsideringorganizationalstructure,theculture,theresource,thevaluechain,corecapability,SWOTanalysisect.HerewedointeriorenvironmentanalysistoidentifythestrengthandweaknessofCBAanditcanbedescribedasfollows.

1.organizationalstructure

Asyoucanseefromthegraph,CBAhasaclearandlogicalorganizationalstructureconsideringfullyofdepartmenta—lization,chainofcommand,spanofcontrolaswellascentralizationanddecentralization.Itbenefitsbothcustomerandenterprise.Inaddition,theCBAhasmadesignificantmodificationtodevelopitsverticallyintegratedbusinesses.AnditbenefitsmoretothecustomerscomparedwithChinesebanks.

2.Strategy（8）

（8）

Judgingfromthegraph,CBAhasanicemanagingstrategyandefficientserviceorganization.Itnotonlyfocusesontheprofitbutalsotaketheadvantageofthecustomers’satisfactiontoincreaseprofitindirectly.Apartfromthat,itemphasizethetrustandteamspirittocreateaenterpriseculture,resultinginmotivatingtheworkerstoworkharder.

3.corecapabilityandcompetency

Asabank,themainincomeforCBAisthebalancebetweentheinterestoflendinganddeposit.Butthereisaproblem,thebankingmar