Professional Documents
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STRATEGIES
IN
PAKISTAN
Standard Chartered PLC expanded its operations in Pakistan after acquiring Grind lay
banks from ANZ group.
Standard Chartered PLC announces that an agreement has been signed with Australia and New
Zealand Banking Group Limited (ANZ) for Standard Chartered to acquire Grind lays in the Middle
East and South Asia and the associated Grind lays Private Banking business. The total
consideration, which will be determined by reference to a completion audit, is expected to be
US$1.34 billion (¢G848 million), including goodwill of US$750 (¢G475) million, to be paid in cash.
The combination of the two businesses will position Standard Chartered as the leading
international bank in India, Pakistan and Bangladesh and second in the UAE and Sri Lanka,
based on total assets.
It is expected that the acquisition will be earnings enhancing for Standard Chartered PLC
shareholders in the first full financial year after completion and after the amortization of goodwill.
Customer benefits
“Passionate about our customers' success, delighting them with the quality of our service”
Standard Chartered PLC benefited the customer by using a wide Varity of product range such as
1. Consumer Banking
2. Priority Banking
3. Private Banking
4. SME Banking
5. Wholesale Banking.
6. Since Pakistan is a Muslim country, it has to expand its operations in Islamic banking as
well and named its product as Saadiq Islamic Banking
7. Log on to Online Banking.
Customer segments
Broad scope strategy was used and it offered products from normal customer to business
professionals.
The mission of the Corporate and Institutional Banking group is to deliver excellent products and
services in the emerging markets to Standard Chartered’s Pakistani clients. These products
include trade finance services, cash management, foreign exchange and treasury products,
commodity finance, and structured import and export finance services.
Values
• Courageous
• Responsive
• International
• Creative
• Trustworthy
Technology
Standard chartered bank has always used the latest technology to facilitate its customer. It also
used SMS banking in Pakistan.
It made the most of its intangible assets such as R&D, international knowledge of banking, and
used its financial resources as well cheerfully.
Standard Chartered fully understood the importance of time, convenience and efficiency to the
success of its customer. Standard chartered bank aimed to make a complex financial world easy
for its Pakistani clients and helped them to exploit opportunities. Standard chartered bank has
become the sixth largest bank of Pakistan in no of branches and first in Paid up Capital.
National bank of Pakistan holds the second position.
Accordingly the banking sector is primarily dominated by major players such as Habib Bank
limited, Bank Al-falah, CitiBank, Allied Bank, MCB, Askari Bank followed by Standard Chartered
bank and RBS (formerly ABN Amro) and Bank Al-Habib
Standard Chartered Bank in this regard the service lifecycle of standard chartered bank lies in
high growth stage. This is due to its penetration into Pakistan market during the era of high
financial growth and economic uplifting policies of the government of that time. This
provided Standard chartered bank to build upon a platform of solid and stable measures on which
it is now growing. High growth about market share and presence in terms of no. of branches in all
major urban centers also led to a prominent position in the market thereby leading to an overall
growth in terms of service offerings.
Reactive posture
Standard Chartered Bank has been reactive in the global markets in al over the worlds. It did not
introduce new products but responded adequately.