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Market Expansion Training Day 1 September 12-13, 2011 RBAP Conference Room, RBAP Building Intramuros, Manila
Case for Expansion
Case against Expansion
Exploring Various Expansion Strategies
The Strategy Challenge ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Strategy Challenge ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Product Diversification ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Market Re-segmentation ,[object Object],[object Object],[object Object],[object Object]
Mergers & Acquisitions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Manage the acquisition process by assigning a top executive to over-see the integration process with focus on managing social and cultural fit.
Product Diversification ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Appoint product management unit to lead product research, design, and process improvements in coordination with other bank departments.
Customer Re-segmentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Market research unit and financial planning unit must carefully consider cost implications as you go to a different market niche. Impact on per unit cost or profits must be considered.
Geographic Expansion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Key executive should focus on putting together interdisciplinary team for market research, construction, IT, HR, and branch operations opening.
Market Expansion Training Day 2 September 12-13, 2011 RBAP Conference Room, RBAP Building Intramuros, Manila
Microfinance Expansion Strategies
Geographic Expansion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Key executive should focus on putting together interdisciplinary team for market research, construction, IT, HR, and branch operations opening.
Sample MBO Organization
Nightmare Scenarios without a Risk Management System Source: AJA Registrars, 2008 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business Risk:   “ The level of  exposure to uncertainties  that the enterprise must  understand and effectively manage  as it achieves its  objectives  and  creates value ” An EWRM Approach Needs a Context
Categories of Business Risks ENVIRONMENT  RISK PROCESS RISK INFORMATION FOR DECISION-MAKING  RISK Sources of Uncertainty Uncertainties affecting the viability of our business model Uncertainties affecting the  execution of our business model Uncertainties over the relevance and reliability of information that supports our value-creation decisions
BSP Risk Framework
Sources and Mitigation of Risk Risk Area Sources of Risk Risk Mitigating Activities Credit Risk Market Risk Operational Risk Reputational Risk Financial Risk Other Risks
BUSINESS STRATEGY BARRIERS TO SUCCESS BUSINESS RISKS Business Risk Source: SGV & Co., 2006 WHAT WILL NOT   ALLOW US TO  SUCCEED ? CHANGES IN EXTERNAL  ENVIRONMENT
© 2000 Arthur Andersen  All rights reserved. The Business Risk Model TM Source: Arthur Andersen, 2001
Increasing Expectations of the Internal Audit Function Greater  Business Risks Higher Expectations of Internal Audit Source: SGV & Co., 2006 Technology Advancements Globalization  of Operations Rapid Expansion Increasing Competition Speed of Change Fluctuating Market Demands Technology Advancements Globalization  of Operations Rapid Expansion Increasing Competition Speed of Change Fluctuating Market Demands
Why go for Risk Management? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Why go for Risk Management? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]

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Market expansion modules

  • 1. Market Expansion Training Day 1 September 12-13, 2011 RBAP Conference Room, RBAP Building Intramuros, Manila
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13. Market Expansion Training Day 2 September 12-13, 2011 RBAP Conference Room, RBAP Building Intramuros, Manila
  • 15.
  • 17.
  • 18. Business Risk: “ The level of exposure to uncertainties that the enterprise must understand and effectively manage as it achieves its objectives and creates value ” An EWRM Approach Needs a Context
  • 19. Categories of Business Risks ENVIRONMENT RISK PROCESS RISK INFORMATION FOR DECISION-MAKING RISK Sources of Uncertainty Uncertainties affecting the viability of our business model Uncertainties affecting the execution of our business model Uncertainties over the relevance and reliability of information that supports our value-creation decisions
  • 21. Sources and Mitigation of Risk Risk Area Sources of Risk Risk Mitigating Activities Credit Risk Market Risk Operational Risk Reputational Risk Financial Risk Other Risks
  • 22. BUSINESS STRATEGY BARRIERS TO SUCCESS BUSINESS RISKS Business Risk Source: SGV & Co., 2006 WHAT WILL NOT ALLOW US TO SUCCEED ? CHANGES IN EXTERNAL ENVIRONMENT
  • 23. © 2000 Arthur Andersen All rights reserved. The Business Risk Model TM Source: Arthur Andersen, 2001
  • 24. Increasing Expectations of the Internal Audit Function Greater Business Risks Higher Expectations of Internal Audit Source: SGV & Co., 2006 Technology Advancements Globalization of Operations Rapid Expansion Increasing Competition Speed of Change Fluctuating Market Demands Technology Advancements Globalization of Operations Rapid Expansion Increasing Competition Speed of Change Fluctuating Market Demands
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Hinweis der Redaktion

  1. October 19, 2000 11 © 2000 Arthur Andersen All rights reserved. The Arthur Andersen Business Risk Model TM is a comprehensive framework for assessing risk in all areas and levels of the business environment, creating a common language for business risk. With 76 risks in 9 categories and three broad areas – environment, process and information for decision making – the BRM provides both a road map to risk and a means to envision and implement a risk management solution. This model was developed jointly between AA and the Economist Intelligence Unit and has a comprehensive set of definitions behind each risk. This is the tool that enables us to have a common risk language – it is the heart of an integrated risk management approach.