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555555 ? 2001 KPMG kpmg State owned banks have close input from the government Main banks all have similar product and service offerings Limited competition e.g. interest rates are not set competitively Some increased competition resulting in distinct market positions IT being used to drive innovation and efficiency Non-performing loans being identified and managed Slowing loan growth as policy lending is replaced by commercial lending with individual accountability Increasing centralisation of operations WTO entry increases competition in high margin business lines not requiring large branch networks Full foreign competition five years after WTO entry Big four banks will continue to run large branch networks Interest rate liberalisation creates price competition and the need for each bank to manage interest rate risk Former state owned banks answerable to shareholders following privatisation Impact of currency liberalisation Polarisation into product providers and/or customer owners Management decisions are driven only by strategic imperatives Management uses high quality information Centralisation of operations and technology to gain economies of scale Financial management is a key strength IT enables efficient banking operations Two disciplines: customer relationship owner or product provider Change in the role of the branch to distribution not processing Separate management of customers/distribution channels, product/operations Organisational design changes constantly Use external advice and experience to stimulate large operational transformations often involving 2-5% of total workforce Risk management strategies are clearly defined and consistently implemented Account focus Operational emphasis is on daily processing Price insensitivity Credit risk applied to individual loan applications Limited risk management Information used to track geographic performance Organisational focus is based on geography People allocated as a resource Objectives are loan
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