The City Bank

“The Impact of strategic management on the
performance of Commercial Bank in Bangladesh

in Study on The City Bank Limited”
Almamun Shimul (M20190203348)

Jahid Hassan (M20190203349)
Tanjina Ramman (M20190203353)
Pritam Chakaraborty (M20190203380)
Salma Sultana (M20190203385)
CONTENT
 Company Overview
 Vision, Mission and Values
 What Is Strategic Management
 A Comprehensive Strategic-Management Model
 Objective of the study
 Sources of data
 Limitations of the study
 Literature Review
 Questionnaire
 Demographic Characteristics of respondents
 Distribution of the report questions
 Mathematical Analysis
 Findings
 Recommendations
 Conclusions
Making Sense of Money
COMPANY OVERVIEW
 The City Bank Limited is a private commercial bank of
Bangladesh established on 1983
 It was the visionary entrepreneurship of 12 young
businessmen who braved the immense uncertainties with
courage and zeal in order to set up the country’s first private
commercial bank in 1983.
 The Bank is being managed and operated by a group of highly
educated and professional team with diversified experience in
finance and banking who constantly focuses on understanding
and anticipating customers' needs.
VISION, MISSION AND VALUES
Vision
The Financial Supermarket with a Winning Culture Offering Enjoyable
Experiences.
Mission
Offer wide array of products and services that differentiate and excite all
customer segments.
Be the "Employer of choice" by offering an environment where people excel
and leaders are created.
Continuously challenge processes and platforms to enhance effectiveness and
efficiency.
Promote innovation and automation with a view to guaranteeing and enhancing
excellence in service.
Ensure respect for community, good governance and compliance in everything
we do.
Values
 Result Driven
 Accountable & Transparent
 Courageous & Respectful
 Engaged & Inspired
 Focused on Customer Delight
WHAT IS STRATEGIC MANAGEMENT
 Strategic management is the focal point of any business

organization.
 Both the sequence of actions and the speed of the
implementation process are important aspects of uniting the
entire organization behind strategy accomplishment.
A COMPREHENSIVE STRATEGIC-
MANAGEMENT MODEL
OBJECTIVES OF THE STUDY
 To determine the impact of strategic management in the

banking industry.
 To analyze the benefits of strategic management on bank’s
performance.
 To examine the role of strategic management in the financial
and human resource planning and management in the bank.
 To determine the problems faced by the bank in the
application of strategic management.
SOURCES OF DATA
Primary source:
 Interviews with departmental head
 Departmental surveys
 Observation
 On the job trainings
 Practical working experiences
Secondary source
 Research papers
 Articles
 Banking journals
 Banks’ website
 Study materials
 Different text books
LIMITATIONS OF THE STUDY
 Insufficiency of information.
 Time limitation.
 Security and other corporate obligations.
 Since the bank personnel were very busy, they could not pay
enough time.
 Lack of opportunity to access to internal data.
 Authenticity and other corporate obligations.
LITERATURE REVIEW
 The history of strategy and strategic management goes back to

500 BC.
 Many concepts of strategy have come from Chinese military
history and many concepts about strategy were written in “The
Art of War” which was originally written in the 6th century
BC by Sun Tzu (Hubbard 2000).
 The first books in the field are considered to be the 1965
Learned, Christensen, Andrews and Guth’s book developed for
teaching business policy at the Harvard Business School and
Ansoff’s book on corporate planning published in the same
year.
QUESTIONNAIRE
 Age: 25 years and below ( ) 26 -40 years ( ) 41- 55years ( )
56 years and above ( )
 Sex: Male ( ) Female ( )
 Department: Administration ( ) Marketing ( ) Operation ( )
Information( ) Technology ( )
 Management level / Rank: Top level ( ) Middle level ( )
Lower level ( )
 Years of Experience: Less than 5years ( ) 6- 10 years ( )
10 years and above
Demographic characteristics of
Respondents
Variables Percentage Frequency
Age Group 25 and below 14.3 25
26-40yrs 68.6 120
41-55 yrs 12.6 22
56 and above 4.6 8
Sex Male 65.7 115
Female 34.3 60
Department of Administration 20 35
respondents
Marketing 45.7 80
Operations 25.7 45
Info. Tech. 8.6 15
Level of Lower level 18.9 33

management
Middle level 73.1 128
Top 8 14
Years of experience Below 5yrs 22.9 40
6-10yrs 60 105
10 yrs and above 17.1 30

Distribution of the report question
Questio SA % A % U % D % SD % Total %
n
Numbe
r
1 90 51.4 78 44.6 - - 7 4 - - 175 100

60 34.3 87 49.7 - - 28 16 - - 175
2 100
3 50 28.6 95 54.3 15 8.6 15 8.6 - - 175 100
4 70 40 85 48.6 20 11.4 - - - - 175 100
5 49 28 62 35.4 24 13.7 20 11.4 20 11. 175 100

4
6 15 8.6 60 34.3 60 34.3 25 14.3 15 8.6 175 100
7 30 17.1 110 62.9 30 17.1 5 2.9 - - 175 100
8 60 34.3 80 45.7 17 9.7 9 5.1 9 5.1 175 100
9 45 25.7 85 48.6 33 18.9 12 6.9 - - 175 100
10 45 25.7 58 33.1 32 18.3 40 22.9 - - 175 100

MATHAMETICAL ANALYSIS
Question NO SA A U D SD
1 90 78 0 7 0
2 60 87 0 28 0
3 50 95 15 15 0
4 70 85 20 0 0
5 49 62 24 20 20
6 15 60 60 25 15
7 30 110 30 5 0
8 60 80 17 9 9
9 45 85 33 12 0
10 45 58 32 40 0
FOR STRONGLY AGREE
SA
1
2
3
4
5
6
7
8
9
10
FOR AGREE
1
2
3
4
5
6
7
8
9
10
FOR UNDECIDED
1
2
3
4
5
6
7
8
9
10
FOR DISAGREE
1
2
3
4
5
6
7
8
9
10
FOR STRONGLY DISAGREE
SD
1
2
3
4
5
6
7
8
9
10
FINDINGS
 Respondents believed that strategic management should be a

focal point for any business organization and that benefits
accruing from strategic management enhance organizational
performance in terms of profitability and competitive
advantage.
 They also believed that the survival of an organization in the
face of unpredictable events is further boosted when strategic
management principles are employed although they claim that
tenets of strategic management need not be applied in every
operations of an organization.
RECOMMENDATIONS
 Banks should spell out in clear terms the objectives and goals
of the organization.
 Strategic management in banking is best when the interest of
all the stakeholders is considered in its evolution and
implementation.
 Strategic management should be not be single handedly
employed but should be coupled with other administrative
gimmicks.
 The composition of the board of directors should not be taken
for granted as this affects the efficiency and effectiveness of
the strategic management.
CONCLUSIONS
 It goes without saying that The City Bank has got a simplified
and slow expansion strategy in Dhaka as well as in
Bangladesh.
 The main reason behind such strategy is to ensure quality
service to the customers and to maintain their brand image.
 The overall expansion strategy has been improved since its
commencement and it is growing day by day.
 So we can understand the presence of The City Bank is
Bangladesh would be long term orientated and they would
serve the Bangladeshi people more extensively.
Thank You

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“The Impact of strategic management on the

performance of Commercial Bank in Bangladesh

Almamun Shimul (M20190203348)

 Strategic management is the focal point of any business

 To determine the impact of strategic management in the

 The history of strategy and strategic management goes back to

Age Group 25 and below 14.3 25

26-40yrs 68.6 120

41-55 yrs 12.6 22

56 and above 4.6 8

Sex Male 65.7 115

Info. Tech. 8.6 15

Level of Lower level 18.9 33

Years of experience Below 5yrs 22.9 40

10 yrs and above 17.1 30

1 90 51.4 78 44.6 - - 7 4 - - 175 100

3 50 28.6 95 54.3 15 8.6 15 8.6 - - 175 100

4 70 40 85 48.6 20 11.4 - - - - 175 100

5 49 28 62 35.4 24 13.7 20 11.4 20 11. 175 100

6 15 8.6 60 34.3 60 34.3 25 14.3 15 8.6 175 100

7 30 17.1 110 62.9 30 17.1 5 2.9 - - 175 100

8 60 34.3 80 45.7 17 9.7 9 5.1 9 5.1 175 100

9 45 25.7 85 48.6 33 18.9 12 6.9 - - 175 100

10 45 25.7 58 33.1 32 18.3 40 22.9 - - 175 100

 Respondents believed that strategic management should be a

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