One of the most challenging tasks of a business may be organizing the people who perform its work. A business may begin with one person doing all the necessary tasks. As the business becomes successful and grows, however, there is generally more work, and more people are needed to perform various tasks. Through this division of work, individuals can become specialists at a specific job. Because there are several people often in different locations working toward a common objective, there must be a plan showing how the work will be organized so that it may be arranged systematically.

A plan is typically any procedure used to achieve an objective. It is a set of intended actions, through which one expects to achieve a goal. A plan should be a realistic view of the expectations. Depending upon the activities, a plan can be long range, intermediate range or short range. It is the framework within which it must operate. For management seeking external support, the plan is the most important document and key to growth. Preparation of a comprehensive plan will not guarantee success, but lack of a sound plan will almost certainly ensure failure.

1-Formal 2-informal

Structured and formal plans:
It is used by multiple people and is more likely to occur in projects, diplomacy, careers, economic development, military campaigns, combat, or in the conduct of other business. In most cases, the absence of a well-laid plan can have adverse effects: For example, a non-robust project plan can cost the organization time and money.


Unstructured or Informal plans:
Informal or ad-hoc plans are created by individuals in all of their pursuits.

Purpose of Plan:
As no organizations is alike, so also their plans. It is therefore important to prepare a plan keeping in view the necessities of the enterprise. A plan is an important aspect of business. It serves the following three critical functions:

Helps management to clarify, focus, and research their business's or project's development and prospects. Provides a considered and logical framework within which a business can develop and pursue business strategies over the next three to five years. Offers a benchmark against which actual performance can be measured and reviewed.

Planning in organizations and public policy is both the organizational process of creating and maintaining a plan; and the psychological process of thinking about the activities required to create a desired goal on some scale. As such, it is a fundamental property of intelligent behavior. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans, that is, it combines forecasting of developments with the preparation of scenarios of how to react to them. The term is also used to describe the formal procedures used in such an endeavor, such as the creation of documents diagrams, or meetings to discuss the important issues to be addressed, the objectives to be met, and the strategy to be followed. Beyond this,


planning has a different meaning depending on the political or economic context in which it is used.

Importance of the planning Process:
A plan can play a vital role in helping to avoid mistakes or recognize hidden opportunities. Preparing a satisfactory plan of the organization is essential. The planning process enables management to understand more clearly what they want to achieve, and how and when they can do it. A well prepared business plan demonstrates that the managers know the business and that they have thought through its development in terms of products, management, finances, and most importantly, markets and competition. Planning helps in forecasting the future, makes the future visible to some extent. It bridges between where we are and where we want to go. Planning is looking ahead.

Essentials of planning:
Planning is not done off hand. It is prepared after careful and extensive research. For a comprehensive business plan, management has to 1. Clearly define the target / goal in writing. • • • • • It should be set by a person having authority. The goal should be realistic. It should be specific. Acceptability Easily measurable

2. Identify all the main issues which need to be addressed.


3. Review past performance. 4. Decide budgetary requirement. 5. Focus on matters of strategic importance. 6. What are requirements and how will they be met? 7. What will be the likely length of the plan and its structure? 8. Identify shortcomings in the concept and gaps. 9. Strategies for implementation. 10. Review periodically

Organizational planning:
An organizational plan is basically a “to do” list for an organization. It lists out the plan of work, programs, and organizational growth over a period of time as six months, a year, or five years etc. Writing a plan can just mean getting a clear list of the types of work that need to be done, the tasks involved, who is responsible for them, and when they’ll be done.

Steps for Creating an Organizational Plan:
Decide Categories:
First, think about all the work that your organization does, and list out the general categories, for example Fundraising, Community Outreach, Website and so on. Some big categories might be split up; for example, dividing Fundraising into Foundation Grants and Grassroots Fundraising.

Set Goals:
Second, make sure the goals for your work in each category are clear. Ask yourselves, “Where do we want to be with this work in a year?”


Set Tasks:
Next, discuss each goal and talk about all the tasks that need to be done to achieve that goal. At this point, they don’t have to be in order. Some will be more specific than others; the more specific the better, in general. One may not know how to reach some goals, yet; it’s fine to have a task list. Create fundraising plan and schedule. Carry out plan.

Plan a Schedule:
When all the tasks are listed, number them to show a general order; what comes first, what should happen at the same time, what comes at last etc. Then draft a schedule for the tasks either when they will be completed, or for ongoing tasks when they will begin. The goal is to set a schedule that is challenging but realistic.

Choose Responsibilities:
Assign responsibilities by asking people to volunteer to be responsible for goals or tasks. A person’s name next to a task doesn’t mean that they’ll do it, just that they take responsibility for making sure it gets done. The goal here is to make sure everyone has enough responsibility to challenge them, without so much work that they will burn out. If nobody is willing to volunteer for a particular task, ask the group if it is really necessary to do it. If the group decides that it is, try to break it down into smaller tasks that might be easier to take on.

Brainstorm other individuals and organizations that can provide support, assistance or advice in helping you carry out particular tasks or achieve general goals.


Follow through:
Come up with a plan to check in, support and encourage people as they carry out their tasks. This may mean choosing one person to regularly check on the status of different tasks, or it may be part of reporting back at meetings.

Plan Evaluation:
Finally, set a time to revisit the whole plan as a group to evaluate how things are going and revise assignments and schedules. This may be a few months or half a year in the future.




Ralph, 1979
In 1974 Louisiana National Bank designed and implemented a Financial Planning System. For the past five years, it has been the primary reporting, analysis, and decision support tool for the Budget Committee and the primary source of financial reports for the Board of Directors. Top management of the Bank believes that, as a direct result of the use of this System, Louisiana National Bank: 1. reversed a decreasing profit trend by increasing profits more than 92% in one year, 2. creatively managed the Bank's liquidity during severe market pressures, 3. restructured the Bank's asset/liability management policies to better align with newly perceived market and in- vestment potential, and 4. sharply reduced the cost and management burden of reporting to regulators. In addition to the quantifiable benefits cited above, use of the System resulted in several other improvements, including 1. A reduction in the amount of time required to meet periodic management reporting requirements, 2. Increased understanding of financial reports by the Board of Directors 3. Improved communications between Bank executives and regulatory examiners 4. A discipline and structure within which the Budget Committee could establish goals and action plans. The Financial Planning System supports financial decision making at both the tactical and strategic levels. It is an integrated system which includes reporting and analysis of historical data, long and short range forecasting, and modeling. A decision was made to employ a consulting firm. The specific task was to help the Bank develop a Financial Planning System (FPS) which would provide interrelated reporting and forecasting. The resulting system: 1. extracts financial data from the general ledger system at the end of each month and presents the data in summary format, 2. analyzes the


data by emphasizing key operating ratios and a set of "bank segment" or line of business analyses, and 3. forecasts the coming 12 months on a "constant horizon" basis. The System is used in three general ways: at the beginning of each month to report the previous month's activity, during the month to explore special issues or prepare strategic plans, and in the fall of each year, to facilitate the budgeting process. FPS produces the primary input to the Planning Committee meeting on the first Tuesday of each month. The Committee is comprised of the Chairman and CEO, the President, the Chief Financial Officer, and the Vice- Presidents who are in charge of each major market segment of the Bank. Gil Urban, as the Vice President of Corporate Planning, uses FPS to prepare the reports and graphs and serves as the resource for questions about the information. The general purpose of this meeting is to review the previous month's performance, examine the newly prepared 12 month forecast, and discuss anticipated changes or pending issues. A survey was conducted for this study. We can see that a computer-based planning system has become an integral part of the top management decision making process at a large commercial bank. We have documented a set of primary and secondary benefits which derive from the use of the System. We have seen, in the views of its users, that the system has become an indispensable part of the effective performance of their jobs. Finally, we have attempted to generalize and abstract from this highly successful experience, a set of key factors of that success. For this relatively common but crucial task of financial planning, we have found that there are several subtle but significant issues which seem to contribute heavily to success.

Newton, 1984:
The traditional domain of Management Science/Operational Research (MS/OR) has been the operational area. The discipline has been most successful with well-structured problems. However, with advances in computing technology increasing the analytical


capacity within firms, quantitative decision support is facilitated.2 While still somewhat controversial, the application of MS/OR to strategic decision making has been advocated.3 The evaluation of alternative strategies is a specific role for MS/OR in Strategic Planning and has been suggested by Cyert, Miller and Feldman,4 and Wagner.5 The strategic application of some specific techniques has been considered: mathematical programming,6 linear programming,7 and decision support systems.8 This literature analysis was designed to explore the application of specific Management Science tools in Strategic Planning and to identify their contribution to specific phases of the Strategic Planning process. The nature of the application areas and the industries in which the tools have been applied were determined; and trends over the past ten years were examined. The purpose of this exploratory review of the interface of Management Science and Strategic Planning is to identify, for MS/OR professionals, the potential application areas for their tools, and to highlight for Strategic Planners the MS/OR tools which can support their decision-making tasks. While planning direction is generally not an area for application of MS tools, the gap analysis suggests that there are two tools which can contribute to this strategic process phase: the analytical hierarchy process and soft systems analysis. All of the MS tools can support planning strategy phase of the strategic process, specifically with the evaluation of alternative strategies. This is evident by the number of categories with double and triple asterisks. Several tools can be used to generate alternative strategies including corporate modelling, decision theory, expert systems, heuristics, soft systems and spreadsheets. This analysis indicates the potential for MS tools to be used to support strategic decision making. The strategic classification shows where the MS tools were applied in this literature sample, and the gap analysis indicates potential strategic application areas beyond those found in this sample. While the number of papers for many of the MS tools is small, the potential for the tool is still captured by a single application. A survey was conducted for this whole study.


Jackson, 2007
The Banking and Finance Sector accounts for more than 8 percent of the U.S. annual gross domestic product and is the backbone for the world economy. As direct attacks and public statements by terrorist organizations demonstrate, the sector is a high-value and symbolic target. Additionally, large-scale power outages, recent natural disasters, and a possible flu pandemic demonstrate the wide range of potential threats facing the sector. With this understanding, financial regulators and private sector owners and operators work collaboratively to maintain a high degree of resilience in the face of a myriad of potential disasters, be they intentional or unintentional, manmade or natural. Working through this public-private partnership, the Department of the Treasury, as the SectorSpecific Agency (SSA) for the Banking and Finance Sector, has developed this SectorSpecific Plan (SSP) in close collaboration with the Financial and Banking Information Infrastructure Committee (FBIIC) and the Financial Services Sector Coordinating Council for Critical Infrastructure Protection and Homeland Security (FSSCC). This SSP contains the Banking and Finance Sector’s strategy for working collaboratively with public and private sector partners to identify, prioritize, and coordinate the protection of critical infrastructure. This SSP also summarizes the extensive activities. The Banking and Finance SSP provides a description of the complex nature of the sector and an overview of the sector’s provision of products and services, which are: (1) deposit, consumer credit, and payment systems; (2) credit and liquidity products; (3) investment products; and (4) risk-transfer products (including insurance). Essential to this sector overview is a description of the Federal and State regulatory authorities as well as self-regulatory organizations. The Banking and Finance Sector is highly regulated with regulators providing oversight and, in some cases, guidance to and examinations of the financial institutions within their statutory purview.


To continue to improve the resilience and availability of financial services, the Banking and Finance Sector will work through its public-private partnership to address the evolving nature of threats and the risks posed by the sector’s dependency upon other critical sectors. To meet this shared vision, the Banking and Finance Sector has three primary goals. As with all endeavors focused primarily on security, the goals form a triad of prevention, detection, and correction of harm: 1. To maintain its strong position of resilience, risk management, and redundant systems in the face of a myriad of intentional, unintentional, manmade, and natural threats; 2. To address and manage the risks posed by the dependency of the sector on the Communications, Information Technology, Energy, and Transportation sectors; and 3. To work with the law enforcement community, the private sector, and our international counterparts to increase the amount of available resources dedicated to tracking and catching criminals responsible for crimes against the sector, including cyber attacks and other electronic crimes. A survey was conducted for this study.

1. Ralph, H. (1979).The Financial Planning System at Louisiana National Bank. MIS Quarterly, Vol. 3, pp. 35-45. 2. Newton, J. K. (1984). The decision support role of operational research in corporate planning. In Further Developments in Operational Research, pp. 1-11. Pergamon Press, London. 2. Jackson, D. (2007). Banking and Finance Sector Specific Plan. Critical Infrastructure and Key Resources. Retrieved January 15, 2010 from http://www.pdf-search-engine.com




We conducted a survey of the organization’s main branch in Rawalpindi located at Mall road. Population and sample: Population of our study were the employees of Alfalah bank who are involved in plan and planning process during the sampling time frame. Sample of the study were 22 employees of managerial level particularly from HR department and functional department. Samples were chosen at random. Each member of the population had an equal and known chance of being selected. Tools used for survey: The tool used for our study was questionnaires Time frame: The research program started from 12th January, 2010 and ended on 22nd of January, 2010. Assumptions: • • • The sample represents the population. Questionnaires had validity and they were measuring the desired constructs. We assume that the respondents have answered the questionnaires truthfully.




Bank Alfalah Limited is a private type bank of Pakistan that is owned by the Abu Dhabi Group. In Pakistan, Bank Alfalah became functional in the year 1997. Initially it was started working as a public limited company under the companies Ordinance 1984. In the same year, in the month of November it started working as a bank. Bank Alfalah is a commercial bank. Bank Alfalah has a partner ship with the Abu Dhabi Group that allows the bank to invest advanced and effective technology in order to widen the range of its services and products. Commercial banking and related services as defined in the Banking Companies Ordinance, 1962. The Bank is currently operating through 195 branches in 74 cities, with the registered office at B.A.Building, I.I.Chundrigar, Karachi. Over the years, its emphasis on growth has resulted in a strong entity capable of offering high quality services to a wide spectrum of clients, in a highly challenging business environment. Its strategy is to maximize the synergies of branch network through an optimal allocation of financial resources in the face of dynamic challenges of present financial environment Bank Alfalah Limited has continued its upward climb in pursuit of excellence. Strengthened by the backing of the Abu Dhabi Group and driven by strategic goals set out by its Board and management, Bank Alfalah Limited increasingly inspires trust and confidence of all its clients. Within a short span of time the bank has carved a significant niche for itself in the banking industry. These achievements have been preceded by concerted effort to provide highest levels of service and value to our customers. The bank aims to further enhance performance standards through implementation of innovations in both products as well as customer care, by discovering newer avenues of client benefit. This customer-focused strategy has enabled Bank Alfalah Limited to evolve as a single source financial service provider of corporate and retail banking


services. Bank Alfalah reputation has been built on its tradition of high quality and the expertise of its extremely motivated and qualified staff. With strategic mergers and acquisition, Bank Alfalah has become a leading player in the global banking arena.

Following the privatization in July 1997, Bank Alfalah Limited emerged as the new identity of Habib Credit & Exchange Bank with a revived purpose and commitment on February 25, 1998.Charged with the strength of Abu Dhabi consortium and under the leadership of His Highness Sheikh Nayan Mabarak Al-Nahayan, the bank has already made significant contribution in building and strengthening both the corporate and retail banking in Pakistan.

Present Status:
Despite adverse economic conditions of country, the year 2000 was a milestone for the bank, both in terms of growth and profitability. The bank’s pretax profit for the year grew by 12.96% to Pak Rupees 20.48 billion, an increase of 29.50 %, with a balance sheet footing of Pak Rupees 27.57 billion compared to previous year’s figure of Pak Rupees 21.02 billion. After doing successful business in year 2000 to 2003, Bank Alfalah is now looking forward positively towards the future and its management is confident to build on the gains realized during 2003. Currently bank is emphasizing on expanding its operations to meet client’s needs and for this purpose management has plans to add more branches to existing network in the coming years. Bank has already started its working to go internationally and its future target markets include UAE, Bahrain, Bangladesh and Sri Lanka. Technological developments are opening up new vistas of solutions for distributing traditional financial products. Concurrently, rapid change in customer preferences has resulted in a major shift from manual to automated services. Information Technology


today, is all pervading in the corporate world. Bank Alfalah made heavy investments towards enhancing its capabilities in the area of automation and information technology. Information Technology department of bank has successfully developed an advanced computer program named BANK SMART. Another success of bank is in the area of foreign trade. Bank has developed excellent business and correspondent relations with renowned banks of the world whose support in terms of lines of credit has enabled it to handle ever-growing trade volumes. From above stated facts it is very clear that bank has made remarkable achievements within a short period of time despite being in the nascent stage. With its key indicators of progress already soaring to new heights, the bank is committed to put all its energies, resources and time to bring higher value and satisfaction of its customers, employees and shareholders.




Management means the administration and the governing body that is concerning the whole organization. All the decision and strategies are been proposed and evaluated the management of the organization. At Bank Alfalah, the management is pretty strong and there is lot centralization in the whole network of the bank. The management at Bank Alfalah has been divided into 3 major parts. i.e., Board of Directors, the Top management, the group of middle managers, supervisors and the employees. Since its inception, as the new identity of H.C.E.B after the privatization in 1997, the management of the bank has implemented strategies and policies to carve a distinct position for the bank in the market place. Strengthened with the banking of the Abu Dhabi Group and driven by the strategic goals set out by its board of management, the Bank has invested in revolutionary technology to have an extensive range of products and services. This facilitates their commitment to a culture of innovation and seeks out synergies with clients and service providers to ensure uninterrupted services to its customers. They perceive the requirements of their customers and match them with quality products and service solutions. During the past five years, they have emerged as one of the foremost financial institution in the region endeavoring to meet the needs of tomorrow today


Chief Executive Officer Executive Incharge Strategic Planning & Global Marketing Executive Incharge Human Resources Division Executive Incharge Credit Division Executive Incharge Establishment & Administratration Executive Incharge Business Development Division S.A.M./ Car Finance/ Leasing Executive Incharge Audit & Inspection Division Executive Incharge Corporate Banking, SME Financing & Home Loans Executive Incharge New Products & Service Quality Division Executive Incharge International &Treasury Division Executive Incharge IT Division Executive Incharge System & Operation Division. Executive Incharge Credit Monitoring Division

Executive Incharge Legal Affairs Division.

Executive Incharge Finance Division

Executive Incharge Islamic Banking Division

Executive Incharge Cards Division


“To be the premier organizations operating locally and internationally that provided the complete range of financial services to all segments under one roof”

Bank Alfalah is one of the leading financial institutes; Bank Alfalah operates in Pakistan, Bangladesh, Afghanistan and Bahrain, and Bank Alfalah day by day increasing its products for all the segments in Pakistan i.e. for Businessmen, Industrialists, Agriculturists and for the Government bodies in the country. Bank Alfalah is trying to reach each segment in Pakistan, and trying to provide its products at lowest charges and with easiest way, under one roof.


“To develop and deliver the most innovative products, manage customers experience, deliver quality service that contributes to brand strength, establishes a competitive advantage and enhances profitability, thus providing value to the stakeholders of the bank

• • • •

To provide the new and more innovative products than the other banks to the customers. To take and manage the ideas of the valuable customer for the Bank To deliver high quality and quick services to the customers, who are keep great value for Bank Alfalah. Bank Alfalah tries to promote those activities which give the fruitful result to the customers and the stakeholder of the bank.


Customer Relationship:
“Before we discover we must explore” Knowing customer and their needs is the key for the success of a bank; Alfalah client relationship managers are well equipped and well trained to provide most efficient and personalized service to each and every customer. Alfalah products are as diverse as the market segment. Alfalah has structured and syndicated financing arrangements, working capital, replacement facilities, financing of international trade, consumer credit small business loans unparalleled investment products for the individual saver.

“Every Drop Counts”:
This shows that Bank Alfalah does not only care its corporate customers but they also treat the individual customer very well.

Dedicated Professionals:
“Unusual efforts on the part of the employees who are apparently ordinary workers is one of the key indicates of the superior enterprise” Staff is the most valuable asset of any organization. The human resource philosophy at Alfalah bank focus on multi-talent hiring, professional grooming, requisite training and meritocracy based reward system. Staff welfare has been a priority. Employee productivity enhancement is organized through in-house and external training programs. Bank continues to offer opportunity for people to develop their knowledge, skills and personalities, thus ensuring greater self-fulfillment and progression in the organization. In short bank Alfalah team comprise of dedicated professionals equipped with a diverse array of skills and vast experience. The management concentrates its energies on making informed economic decisions, translating it into greater returns for their investors and 25

customer. The prudent attitude has created a synergistic organizational structure leading to improvements in profitability and a sustainable competitive advantage for the bank.

Training & Development:
Bank Alfalah is committed to the personal welfare and professional development of all our team members. Proper training of human resource is essential, not only for the more productive and satisfied work force but for also homogenous corporate culture. The bank continuous to follow its strategy of hiring batches of young and energetic Management Trainees who are sent to its Training and Development Center for training in all areas of banking. It’s Training and Development Center is a state of the art facility with an impressive faculty.

Technological innovation:
“Modern science is not an option, it is an obligation” Technology is rapidly changing the way it thinks acts and does business. It has played pivotal role in enhancing customer expectation, particularly with respect to speed and quality of service. Alfalah bank enjoys a strategic competitive advantage overall domestic players by virtue of its leadership in technological innovation. Phone banking service and Internet banking facility allows customer to enjoy routine banking services from anywhere in the world. 365 days a year, 24 hours a day.

Ethical values:
“Professionalism without integrity is like a book without pages” Because the right may not always be obvious, employees are guided in our every action by set of well-defined values, governing our decision. Alfalah bank understands that its commitment to satisfy customer needs must be fulfilled within in a professional and ethical framework.


The upper most part of the management is the Board of Directors or the Executives. The Board of Directors are responsible for the first phase of the management process, i-e, planning. So, all the decisions and the strategies are being proposed and implemented under the instructions and the supervision of the board of directors or the executives. Also the policies and the overall objectives of the Bank are being proposed at this level of the organization.

List of Board of directors:
H. E. Sheikh Hamdan Bin Mabarak Al-Nahayan Mr. Mohammad Saleem Akhtar Mr. Abdullah Khalil Al-Mutawa Mr. Omar Z. Al-Askari Mr. Abdullah Naseer Hawaileel Al-Mansoori Mr. Nadeem Iqbal Sheikh Mr. Ikram Ul-Majeed Sehgal - Chairman - Chief Executive Officer - Director - Director - Director - Director - Director



H.E. Sheikh Hamdan Bin Mubarak Al Nahayan Chairman Mr. Abdulla Nasser Hawalileel Al-Mansoori Director

Mr. Abdull Khalil Al Mutawa Director

Mr.Khalid Mana Saeed Al Director Otaiba

Mr. Ikram UlMajeed Sehgal Director

Mr. Sheikh



Mr. Aziz



Director & CEO


President (CEO)

Senior Executive Vice President

Executive Vice President Senior Vice President

Vice President

Assistant Vice President

Officers Grade I, II, III

Clerical Staff Cashier Typist Clerks Guards

Non-Clerical Staff Peons



• • • • • • • • • • •

Bank Alfalah Limited has the following departments: Account Opening Department Trade Finance Credits Accounts Department Administration / Personnel Special Asset Management (SAM) MIS Department Marketing Cash & Deposits Foreign Currency Accounts



Bank Alfalah Limited

Operation Department

Credit Marketing Department



Consumer financing Department

Car Financing Account Opening Section Online Transaction Section Home Financing

Clearing Section

IT & Remittances Section



The bank’s primary objective is to provide a wide range of financial products and services to individuals and various other entities in the country.They are continuously formulating new products and services for the growing and diversified needs of their ever-expanding client base.Bank Alfalah has launched Credit Cards, ATM Cards, and plans to further expand its online facilities.

Major products:
Following are the major products of Bank Alfalah Limited, which are prime examples of quality innovation, providing timely banking opportunities to their customers:

 Saving Deposits  Notice Deposits  Royal Profit  Royal Patriot  Royal Group  Term Deposit

 Funded  Non-Funded

Alfalah Car Financing:
 Lowest Mark up  Lower Insurance  Quick Processing  Lower Down Payment 32

Credit Cards
 

Globally accepted Welcomed at locations displaying the VISA logo.

 accepted at nearly 30 million merchants  870,000 ATMs in more than 150

Home Financing
 Financing Limit  Tenure :up to Rs. 10,000,000/:up to 20Years

 Equity Participation :30% Borrower / 70% Bank

On Line Banking
 To provide enhanced and value added products  Provides fully automated on-line telephone banking facilities.

Automated Teller Machine (ATM):

 24 hours self service  Electronic cash dispensing facilities  ATMs are linked through a state-of-the-art Satellite Based Communication System which offers 24 hours real time service.

Islamic Banking
 A separate division  operates as separate branch  Alfalah Masharaka Homes  Murabaha Finance  Aflalah Car Ijarah

Corporate and Structured Financing
 Loaning against securities  Letter of Credit  Letter of Guarantee  Demand Finance  Cash Finance


Competitors should always be studied with great care, because competitors can greatly influence an organization position. Bank Alfalah has a lot of competitors because in a short span of 5 year it has achieved what not many banks had achieved. This leads to competitions. Similarly Bank Alfalah should keep a tag on the competitors move or any other new technology it is introducing, because to sustain in the micro environment, a competitor has to be viewed with a lot of care.

List of competitors:
 National bank of pakistan  Muslim commercial bank  United bank limited  Habib bank limited


Planning is • • • Defining organizations goals and objectives Establishing overall strategies for achieving those goals Developing a comprehensive set of plans to integrate and co-ordinate organizational work.

Types of Planning:
Bank Al-Falah use both formal and informal types of planning

Informal planning:
In informal planning their planning is not written down, short term focus and specific to an organizational unit.

Formal planning:
In informal planning, their planning is written down,specific,long term focus and involves shared goals for the organization.

Goals and Objectives:
• • • Financial strength and profitability by making profitable advance Customer satisfaction by providing higher quality of services at an affordable cost. Growth by expanding branch network and deposit base


Short term objectives:
• • • Profitibility Customer care Trust worthy relationship

Long term objectives:
• • • • • Profitability To optimize the use of resources Expansion Customer trust Customer satisfaction

Goals and Objectives of Bank Alfalah
Bank Alfalah also has certain goals and objectives which it is trying to achieve, through its various strategies and operations. The goals and objectives are mentioned below: 1. To create a sound base, and through efficient systems achieve modern banking through out Pakistan. 2. By the end of every accounting year there is an increase in deposits. As the deposit rate of during 2006 was approx 52 Million and the same has been increased in 2008 by 77 Million. 3. To create unit banking network in all the branches of Bank Alfalah, the end of the year. This means that all the operations of the bank, i.e. deposits to advances, imports, exports, L/C Opening, foreign currency and many more aspects under one roof, so that the customer can be facilitate in one visit. 4. Islamic Banking is one of the goals of Bank Alfalah though it has been initiated in the last fiscal year and it is very acceptable for general public. However, there is lot of work to do for successful implementation of the Islamic Banking Plan. In


5. This regard the Bank is opening specific Islamic Banking Branch under the supervision of its Islamic Banking Division. 6. Bank Alfalah provides stability and growth of a financial institution along with the care and attention the customers receive from a neighborhood bank. 7. They ensure consistent quality service with the continuous rejuvenation of their teams through training programs. 8. They are committed to put all their energies, resources and time to bring higher value and satisfaction to their customers, employees and shareholders. 9. The introduction and development of innovative financial instruments will be another major objective of Bank Alfalah Limited. 10. To please their customers by fulfilling the financial needs as best as possible, they believe in placing the client at the center of business and all of the products and services. 11. To get maximum share of the market 12. To price the products optimally 13. To expand more the network of branches in several other cities of Pakistan as well as in the other countries of the world. 14. To reinforce a corporate culture that fosters learning, creativity and flexibility. 15. To invest further in banking innovations which include Islamic banking, SME, Home Loans and other areas of product development to provide higher levels of services and value to the clients.


Process of planning
• • • • • • • Mission Strategies Plans Programs Policies Rules Budget


Mission of Bank Al- Falah is to develop and deliver the most innovative products, manage customer experience, deliver quality service that contributes to brand strength, establish a comprehensive advantage and enhances profitability, in this way providing value to the stakeholders of the bank.

 STRATEGIES: Types of strategy:
There are three kinds of strategy • • • Cost leadership strategy Differentiation strategy Focused strategy


Bank Al-Falah is following the focused strategy. They are focusing on customers by Advancing and depositing. Strategies of Bank Al-Falah are giving loans and accepting deposits. Bank Alfalah has formulated certain sets of strategies to enable it to achieve its goals and objectives. These strategies are mentioned below: 1. Automated Teller Machines: In order to achieve its goals of creating a sound base and presence of efficient modern banking system, Bank Alfalah has started operation of Automated Teller Machines in all the major areas like Karachi, Lahore, Islamabad and other cities of Pakistan. 2. Innovative products: Bank Alfalah is committed to building long-lasting relationships through an assertion to service excellence and providing innovative products to meet the changing needs of our valued customers, although still in its infancy, compared to the exalted banking standards. 3. Banking relationship: The main focus is building relationships and being known by the way they do business. Management recognizes that a banking relationship requires compatibility, communication, and cooperation and that each customer deserves nothing less than full attention and available resources to meet their financial objectives. 4. Superior personalized service: Core value and corporate culture is based on the belief that superior personalized service is the most important product. Bank is in the process of getting to know customers by name and understand their business and personal financial needs. This one-on-one, personalized service quality has served as Bank Alfalah's unique signature since inception and continues to separate it from other financial institutions.


5. Feasible economic decision: The Bank Alfalah team comprises of some of the most highly skilled and professional financial experts in banking industry. Managers, lenders and trust advisors offer the unique perspective of knowing and understanding in the local economy. The Management focuses its attention on making informed and feasible economic decisions, bringing better returns and more profitability for investors and customers. 6. Target marketing: Keeping in view the unrest among the Islamic Community on the Interest Bearing Banking the Alfalah is in the process of target marketing and gives its full attention to this segment of a large population over the world. 7. Credit rating: To acquire the reputation and status of bank which operates on international standard, Alfalah Bank was to get the credit rating of Pakistan Credit Rating Agency, which gave it the AA- and A1+ in the long term and short term respectively.

Plans of Bank Al-Falah are short term and long term Advances and Deposits.

Programs of Bank Al-Falah are up to one year or more than one year advances, fixed account, current account etc, debit card, credit card etc 1. Advances: The basic function of a bank is to receive deposits (at low rate of return) and to lend money (at a high rate of return). So, the lending operations of a bank constitute a vital 41

part of its business. This department is the source of income and earnings for the bank. Bank’s funds comprises mainly of money borrowed from numerous customers on various accounts such as saving accounts, current accounts, fixed deposits etc whereas the major part of total income of a bank is generated through the utilization of these funds. The credit department is further divided into two departments, which are as follows:  Credit Marketing  Credit Administration The advancing of credit involves a great risk for the bank. Therefore, to cover risk, the bank keeps different tangible and non-tangible securities, before sanctioning the credit facility to a customer. The bankers prefer those securities that carry less risk of depreciation due to market fluctuations and are easily saleable, even under changing market conditions. The securities used in advances are as follows:  Pledge  Mortgage  Hypothecation  Charge  Lien on Documents  Guarantees

2. Current account: Current Accounts are non interest bearing accounts that have a minimum account opening requirement of Rs 10,000. No zakat is deducted on the accounts balance. Furthermore all current account holders receive a Hilal debit card and there are no restriction on the number of withdraws or deposits made to and from the account.


3. Debit card: Bank Al-Falah Limited presents Al-Falah HilalCard, the first Visa Electron International Debit Card which gives an unlimited access to current / savings account with a simple swipe, at millions of retail shops and ATMs, worldwide. The Al-Falah Hilal Card comes with a host of conveniences and benefits combined with the wide reach of Visa Network enabling it to be accepted at more than 840,000 ATMs and 13 million retail outlets around the world, making it the most acceptable Debit Card available in Pakistan.

4. Credit card: Bank Al-Falah Visa Card is everywhere and globally accepted and welcomed at locations displaying the VISA logo. It is accepted at nearly 30 million merchants and 870,000 ATMs in more than 150 countries around the globe and over 10,000 establishments in Pakistan. Al-Falah VISA pays for shopping, travel, entertainment, meals and much more. There are 3 major types of Al-Falah credit cards.


5. Kifayat Account: Kifayat account is another saving account product that can be opened with a minimum balance requirement of Rs 10,000, with a maximum limit of Rs 1 million. Profit is calculated on a monthly basis, while it is credited on quarterly basis. Bank Al-Falah pays 7% pa interest on Kifayat Account.

6. Al -Falah Education: Al-Falah education is a one year TDR that can be purchased by people having school going children’s. A person can purchase a unit for Rs 100.000, with a maximum of 3 years. This TDR pays 7%, paid at maturity and gives an additional advantage of giving monthly school fee of the children’s if the breadwinner of the family dies. 7. Mahana Amdan Account: Mahana Amdan account is Term Deposit Receipt (TDR) for three years that can be opened with a minimum balance requirement of Rs 100,000, with a maximum limit of Rs 15 million. Profits are paid at 10% pa, credited on a monthly basis. Other features of this account include free personal accident insurance and automatic renewal for another 3 years, after the expiry of original period.

Policies of Bank Al-Falah are profitability, by making profitable advances and customer satisfaction by providing best services at an affordable cost. At Bank Alfalah, policies as mentioned earlier, are been formulated at the Executive level of the organization. Policies for any organization constitute a major part in the overall long term functioning of the bank. In short we can say that policies and the objectives are the lifeblood of the organization in long run. Though policy formulation is in the prescribed hands yet the policies formulated by the top level have been very successful as


indicated by the success pattern of the bank so far. Then these policies are transformed into the hands of the top-level management. The top management is been suggested to make the policies implemented keeping in view the long-term objectives of the organization. Also the views from the middle managers and employees are encouraged as well for the purpose of removing flaws form the system. For these very purpose meetings

are held almost weekly at the branches level and also in case of any contingent dispute resolving the meeting scan be called at any time during the branch timings.

Since the inception of Bank Alfalah Limited in 1997, by the grace of almighty, the bank has moved rapidly in expanding its branch network and deposit base, along with making profitable advances and increasing its range of products and services. It has made a break-through in providing premier services at an affordable cost to our customers. Managerial policies followed by the bank have a direct contribution in its success. The Board and Management of the Bank have implemented strategies and policies to carve a distinct position for the Bank in the market place. In a bid to satisfy Bank Alfalah’s shareholders and valued clients, the management initiated the process of realization of the Bank's vision by consolidating its financial position and creating a large and diversified business base. Bank Alfalah has made notable progress in business volume, efficiency, and profitability following its increased involvement in trade finance, commercial lending, and foreign exchange and money market operation. Major policies hat have been made and implemented at Bank Alfalah are:

Banking Policy:
Alfalah’s policy regarding consumer-banking policies includes the development through the electronic consumer banking operations. Likewise, Bank Alfalah has created a niche for itself in the marketplace. It is planning to introduce new consumer products like credit cards, e-banking etc. 45

Lending Policy:
Bank Alfalah pursues a conservative yet dynamic credit policy. This strategy has enabled the bank to have a high quality risk portfolio. Bank prefers to finance exporters because of less risk involved. Bank Alfalah manages the credit risk, liquidity risk, market risk and

other operational risks very efficiently. For this very purpose Bank Alfalah has got an effective credit line proposals system to be sanctioned to the clients on demand.

Selection of Clients:
Management is very selective of clients. All of the references are carefully checked to learn about a potential client before establishing a relationship. References are excellent sources of new accounts as they give an opportunity to learn about a potential client before establishing a relationship. This policy helps in protecting the integrity of the bank. It ensures good relationship with the clients.

Services and Product Polices:
Bank Alfalah provides a vast variety of services to its clients. Some of those policies are discussed below:


Credit Facility
In this service the loans are provided to the customers by the bank to meet revenue shortfalls.


Stop Payment Instructions
It is one of the most important services provided by the bank to its clients. In case the account holder has lost his/her cheque he can issue the stop payment instructions to the bank. The bank till further instructions will not honor the cheque.



The bank offers different types of Deposits to its account holders.  Alfalah Musharakah Saving Account  Current Account  Musharakah Time Deposits On PLS Basis


Drafts, Telephonic Transfers, Pay Orders
These are the facilities that the bank offers its customers and, at times, to the people who do not maintain an account with the bank, that is, ordinary people For offering these services the bank charges commission besides the government taxes and duties.

Trade Department Policy:
Bank Alfalah’s focus is on “Foreign Trade” as its primary market of business. It maintains high emphasis on enlarging its Correspondent Banking network besides aiming to enhance the scope and level of cooperation with existing correspondents. The Trade finance department has efficiently done management of the changing trade policies by the central bank over there.

Marketing Policy:
Bank Alfalah inverts heavily for the marketing policies and orientation, for the publicity of its new products/services. It uses television advertisements, newspaper as well as various promotional schemes to attract customers. The Bank sponsors a number of sporting and community development initiatives to play its part as a responsible corporate citizen

Promotion and Incentives:
Bank hires officers in range 1. Then depending upon their job performance they are promoted to next range. More facilities and increments are given along with promotion. The bank gives a car facility to the officers of range 5. Bank’s policy is to give cash


rewards and salary increments for increasing the employees’ satisfaction. Also with the expansion of the branch network growth in the current era, more and more opportunities have been provoked not only for the young generation but also for the employees of the bank.

Accounting Policies:
Bank Alfalah has adopted almost the same accounting procedures that other financial institutions are adopting at this time. These accounting procedures or Accounting policies are made according to Generally Accepted Accounting Principles, the GAAP. The process flow and the usage of the policies in the day wise routine are mandatory for all the employees working in the specified departments at the branch.

Recruitment Policy:
Hiring is mainly of two types i.e. direct hiring and promotion from lower levels. Bank’s policy is to hire suitable candidates. By suitable candidates bank refers to candidates having proper educational qualification, experience and background. It is the policy of the bank that “President” of the bank will be the representative of major stakeholders/owners. Board of Directors is representative of sponsors. Bank is reluctant in making direct appointment of senior executives. EVPs are promoted from lower levels. Every year Bank Alfalah opens its doors for about 30 fresh post-graduates to join the prestigious ranks of Management Trainee officers with the Bank. The MTO scheme is a highly competitive and sought after induction scheme, in which short-listed applicants appear in a written test followed by a panel interview. Successful candidates then receive comprehensive training in essential areas of branch banking at the Bank’s state-of-the-art training facility at Lahore and Karachi, prior to their posting at various branch locations. Preferred educational background for entry into the MTO scheme includes an MBA degree, MA Economics or M.Com from reputable Pakistani or foreign institutions with GPA of 3 plus, or equivalent. Strong personal character, as well as communication and interpersonal skills are essential pre-requisites to succeed as an MTO.


Training and Development Policy:
Bank Alfalah’s policy is to take special interest in recruitment and training. This training is been given in two instances, i-e, the Off-job training and the On-job Training. To impart technical skills to its staff “Training and Development Center” offers programs in several skill areas. Its employees attend seminars and courses offered by “Institute of Bankers”. Alfalah also offers various computer-training courses to its employees. It is obligatory for each staff member of the bank to attend a minimum number of training courses during the course of a year. Wherever the Training Department is unable to provide focused training for certain groups of staff, reputable external training providers are invited to fill the gap

Quality assurance services:
Service excellence is one of the priorities of Bank Alfalah. A separate quality assurance department is to be established as well very soon for the removal of little flaws that are still prevailing at some of the branches regarding facilities for the consumers. The focus of the bank is to develop new areas of activities along with traditional banking activities of resource mobilization and credit disbursement.

Growth Policy:
Bank Alfalah emphasizes on growth along with providing best quality customer service. Bank’s policy is to maximize the synergies of branch network through optimal allocation of financial, human and other resources to compete in the marketplace.

Liquidity Policy:
Bank Alfalah maintains positive and healthy liquidity. Bank’s policy is to keep surplus liquidity in fixed income securities issued by the Federal Government of Pakistan. If necessary it can be easily converted into cash.


Investments Policies:
Bank Alfalah investment policies are based on federal and provincial securities, debentures, and participation term certificates treasury bills and blue chip share of joint stock companies.

Job Satisfaction
Job satisfaction is the major important factor to be considered while evaluating any organization. To evaluate an organization’s strength and repute in the industry, job satisfaction is the key factor as well like that of growth and development in the monetary terms.During my internship program, I observed being in touch with most of the employees over there, that all the employees are working with devotion that is the basis for job satisfaction. In addition all the employees are satisfied with the working ambiance, with the salaries and with the increments and promotions. Only thing to be mentioned out over here is the workload and the employee timings for their job. Some of the employees are over burdened with the work. But that does not impact the overall job satisfaction of the organization. Bank takes much care of its employees because they are precious assets of it. Bank celebrates birthdays of all employees, arrange trips and give them opportunity for recreation and enjoyment. Bank hires officers in range 1. Then depending upon their job performance they are promoted to next range. More facilities and increments are given along with promotion. The bank gives a car facility to the officers of range 5. Bank’s policy is to give cash rewards and salary increments for increasing the employees’ satisfaction. Also with the expansion of the branch network growth in the current era, more and more opportunities have been provoked not only for the young generation but also for the employees of the bank. At Bank Alfalah the employees are very much satisfied with the job and the overall working conditions of the bank, so in due response, the bank is enjoying high efficiency in managing the time delays in reporting and working operations.


Their rules are defined by upper level of management according to situation

Bank Al-Falah always met its budget

1. HRM:

HRM is playing both positive and negative role in the performance of organization. Positively, HRM is performing its functions and managing the human resource properly. On the negative side, sometimes HRM adopts the policy of favoritism due to political pressure in managing human resource. 2. Structure and infrastructure: Bank Al-Falah has sound structure and infrastructure

3. Organizational policies:


Their policies are aligned with their goals and objectives 4. Nature of organization: Financial institution

 External factors:
1. Technological factors: Technologically, Bank Al-Falah is weak and this element is threatening to Bank AlFalah. Online banking (advances, deposits, transactions etc) is not working properly. 2. Political factors: Politically, people are influencing on the performance of Bank Al-Falah .Particularly, agricultural people get benefits due to relation to politicians. Such people are getting advances and jobs on favoritism. 3. Physical factors: Physical structure of Bank Al-Falah is very sound. 4. Demographic factors: Population of Pakistan is a big number, which is supportive for Pakistan. 5.Economic factors: Population of Pakistan is rich which is beneficial for the bank . 6. Legal and ethical factors: Bank has legal entity and is taking care of ethics which is giving it advantage in attaining customer attention.


7. Social and cultural factors:

Social and cultural factors are affecting the bank. Majority of the population is uneducated and unaware of the benefits of banking sectors. They have low saving and want to keep money with them.

Boston Consulting Group matrix:

• • • Car financing Home financing Online banking

Cash cows:
• • Deposits Investments


Credit cards

Question marks:
• • • Islamic banking Debit cards ATM

• Rupee traveler cheques

SWOT Analysis
SWOT is stands for strengths, weaknesses, opportunities and threats. SWOT analysis is a careful evaluation of an organization’s internal strengths and weaknesses as well as its environmental opportunities and threats. In SWOT analysis the best strategies accomplish an organization’s mission by exploiting an organization’s opportunities and strengths while neutralizing its threats and avoiding its weakness. During my internship I also observe these factors of bank and made a conclusion which is as follows:

Main strengths of bank are describe follows due to which bank is becoming successful day by day and now is on the fifth largest and successful bank in Pakistan in the bank’s ranking after NBP, MCB, UBL and HBL.  Being the private organization its main aim is not to earn profit but also to satisfy its customers and slogan is also the representative of this purpose as Bank Alfalah “The Caring Bank”.  Bank has AA (Double A) and A1+ (A one plus) Credit Rating for long term and short term loans respectively.


 Main source of profit for any financial institution is public saving which only comes from public confidence and BAL is getting this confidence which is one of the main strengths of bank  Bank Alfalah is also getting fame in the market due to its name “ALFALAH” which is leaving the Islamic and favorable impact on the minds of public.  BAL is providing the facility of Money Gram to its entire people who are its customer or not and through this service it has got the leadership in Money Gram because any other bank is not offering this service.  With in very short period it has got a superb accomplishment which shows the competency of top management.  Personnel of Alfalah are well trained and highly skilled.  Bank Alfalah has a wide network of branches at the ideal locations, catering the financial needs of its clients.  The management of the bank is very much concerned with the development and improvement of the working environment. The bank has state of the art and purpose built branches where all the modern technologies are provided to get the efficiency of the workforce and the customer satisfaction.

Beside all these strengths I also noted some weaknesses in the operations of bank Alfalah which are described below:  BAL is that it is not offering the loan facility to newly established businesses because it’s the BAL policy that it will loan only to that people who are running their businesses from 3 years.  BAL’s lending procedure is quite complicated that some people hesitate to come as they are requiring a huge file of documents.  Bank Alfalah is not offering any credit facility for students.  BAL is not offering the online facility to account holders having photo account.


 Bank Alfalah is charging online charges for transfer of money but some other banks not charge online transfer charges.  Majority of the workforce consists of young professional, they lack in their experience. And sometimes lack of experience becomes a hurdle while serving to the customers. It is the point where they feel difficulty while competing with the other banks.  It was observed that at present the motivation level of the employees is not very much.

 The increased workload has resulted in the reduced efficiency of the employees. Because now the time required for completing the tasks for a single customer has been increased. As a result the environment of the branch has become very messy.

It is mandatory to try to make progress with consistency as well as to adopt changes with needs of time, in order to cope up with both conditions.  Bank Alfalah is spreading its network outside the boundaries of Pakistan and it has more opportunities to extend this network as State Bank of Pakistan has prescribed new policies in the prudential regulations.  In addition to excellent routine banking, it has earned a good name by offering special products like car, home and credit cards facility. So the penetration of these products could enhance market shares.  There is a very good growth trend in the Islamic banking in the country and in the world as well. BAL has the advantage of having Islamic Banking network and the growth in this particular field can be very fruitful for the bank, bank has an opportunity to introduce new products and services in Islamic banking.


Threats are the negative trends in external environmental factors. face some threats. Bank Alfalah also has to face this situation.  Other foreign financial institutions like City Bank, HSBC etc also having strong banking policies and there’s a chance that people might move toward these financial institutions to secure their investments, transactions and related services.  For last seven year there is political stability in Pakistan but now again a new layer of political instability arises which effects almost all industries including Banks.  Due to economic instability like currency depreciation and inflation, the bank is constantly facing a threat e.g. in case of inflation the people have low disposal income which means lower deposits in banks. As on one side environment provides opportunities to one organization, on the other hand it also has to






















Elaboration of analysis:
We have visited ALFALAH Bank at mall road Rawalpindi. Tool that we have used for our study is questionnaire. We have collected our information from the employees and manager of HR department of Alfalah Bank. We were unable to get complete information about planning tools used in Alfalah Bank because such information is kept confidential in all organizations. But we have tried our best to 61

collect all information about planning tools used in Alfalah Bank. After collecting whole information we have analyzed that

60% of the employees believe that they get training in strategic planning. While 70% of the employees say that they are involved by the top management in strategic planning. 70% employees believe that they have a strategic planning group in Alfalah Bank. 65% employees and managers of HR department say that there exists foundation of trust among stakeholders. 75% of the employees and managers know how to incorporate cultural competence in planning process. 70% of the employees believe that they have an active and committed leadership for the planning process. 75% of the HR department’s staff says that they get feedback from clients and stakeholders. 65% of the staff has responded that they know how to incorporate client and stakeholder feedback into planning process. 80% of the staff says that they have used a structured method to gather information about Afalah. 75% of the staff is familiar with the assessment models that provide a structured approach to gather information. 65% staff has responded that they know how to collect and use data that is helpful in planning process. 83% managers believe that they conduct formal need assessment and 78% of them believe that they have conducted a formal evaluation of the services that they have provided. 65% of the staff says that Alfalah has developed values, vision and mission statements. 70% of the staff believes that their goals are clearly defined. 80% of the staff says that Alfalah has specific and measurable objectives. 77% staff believes that Alfalah prioritize their stated goals and objectives. 70% of the employees and managers have responded that Alfalah has an action plan that supports its objectives.




• • There was time constraint as time limit given to us to complete this report was not sufficient enough. There was no or very less literature available about plan and planning tools not only in the banking sector but also in any other industry as these type of information is kept confidential in all organizations. • • • We were not able to visit the head office of Al-Falah bank which is located in Karachi and main planning and decision making is done there. The detailed study of the topic required more financial costs as by visiting all the branches and main offices of the Al-Falah bank .The managerial staff was not much aware of the plan and planning part of the strategic management especially the planning tools used by the organization




Marketing planning:
Bank Alfalah is not very prompt in its marketing like its competitors. Most of the people in Pakistan know nothing about the bank or its products so the bank should spend and concentrate more on its marketing through various communication channels.

Distribution of work:
In Bank Alfalah, there is misdistribution of work; some people are over burdened with the work. So I suggest that there should be fair distribution of work in all the departments.

Participative management policy:
Participative management concept should be adopted, where ideas from the employees should also be taken, not only for developing products but also on service, efficiency, employee morale etc. in order to improve them.

Split Units planning:
Bank Alfalah is a very well established bank, but the number of air conditioners they have in the whole bank is very less. Bank should increase the number of its Split units, because summer stays longer in Lahore.

Training program policy:
BAL should introduce more training programs for their employees. It will help less educated and less experienced staff to grow and be a valuable part of the bank.




At present there is no such organization in the world that is free from problem and challenges. Every concern has to strive and struggle a lot to be more profitable and to get more competitive edge. The management of bank al- falah is taking strategic steps to enable the bank to emerge as a strong and progressive institution. It is continuing to make efforts to refine its products and operations to make them more compatible. New deposit schemes have been introduced and an action plan to maintain revenue growth in future. As the business and economic conditions remain uncertain, bank Al-falah continues to develop the new products like it has been doing in past. Alfalah is a financially sound bank. Its profits are increasingly year by year. Its staff is very good and sincere with the bank. Bank Alfalah under the leadership of Sheik Nahayan Mabarak Al-Nahayan has made significant progress in building and strengthening both the corporate and retail banking sectors in Pakistan. The bank attained number 2 positions in terms of its balance sheet size amongst the private banks. Bank Alfalah views specialization and service excellence as the cornerstone of its strategy. The people at bank realize that innovation, creativity, reliability, customized, services and their execution are they key ingredients for their future growth. Revenues from these activities have started yielding dividends and they expect significant growth. They are aware that they have stepped into the 21st century and they must meet its challenges by acquiring the highest level of the technology. They will thus be accelerating their technological advance to enable them to distribute their products and services through most efficient and high tech means. They say that they will continue to invest in the modern tools and substantial allocation to resources will be made to achieve this objective during the current year. Phone Banking and credit card have been introduced in many cities.




1. www.wikipedia.com 2. www.bankalfalah.pk 3. Personal visit of main branch Alfalah bank on Mall road rawalpindi




QUESTIONNAIRE Dear Sir/Madam I would like to invite your participation in a research effort to find some information about plan and planning tools used by Al-Falah bank limited. The collection of this information is needed for the research study being conducted. Please complete this questionnaire and return it as soon as possible. Your responses will be kept confidential. Your input is very valuable in determining the outcome of the study. Your time and assistance are sincerely appreciated. All information shall be confidential and will not be used for any other purpose. Using the scale below, please circle the number that best corresponds to your answer. 1. No, not at all 2. Somewhat 3. Yes, 4. Definitely 1. Have you ever received training in strategic planning? 1 2 3 4

2. Have you ever been involved in strategic planning? 1 2 3 4

3. Do you currently have a strategic planning group? 1 2 3 4

4. Can you identify the key stakeholders that need to be included in the planning group? 1 2 3 4

5. Can you identify the individual interests of each key Stakeholder? 1 2 3 4

6. Do you have buy-in from the stakeholders? 1 2 3 4


7. Is there a foundation of trust among stakeholders? 1 2 3 4

8. Do you know how to incorporate cultural competence in your planning process? 1 2 3 4

9. Do you have active, committed leadership for the planning process? 1 2 3 4

10. Can you identify who your clients are (i.e., all the groups of people who receive or use the resources and services provided by your organization)? 1 2 3 4

11. Have you ever obtained feedback from clients and stakeholders? 1 2 3 4

12. Do you know how to incorporate client and stakeholder feedback into planning process? 1 2 3 4

Add up the scores for Questions 1 – 12, and record it in the space provided. Subtotal A: 13. Have you ever used a structured method to gather information about your organization? 1 2 3 4

14. Are you familiar with any assessment models that provide a structured approach to gathering information? 1 2 3 4

15. Are you familiar with data collection tools that you can use in planning? 1 2 3 4


16. Do you know how to collect and use data to help you in planning process? 1 2 3 4

17. Have you ever conducted a formal need assessment? 1 2 3 4

18. Have you ever conducted a formal evaluation of the services your organization provides? 1 2 3 4

Add up the scores for Questions 13 - 18, and record it in the space provided. Subtotal B: 19. Has your organization developed a values statement? 1 2 3 4

20. Has your organization developed a vision statement? 1 2 3 4

21. Has your organization developed a mission statement? 1 2 3 4

22. Has your organization developed clear goals? 1 2 3 4

23. Has your organization developed specific, measurable objectives? 1 2 3 4

24. Has your organization prioritized the stated goals and objectives? 1 2 3 4

25. Has your organization developed an action plan? 1 2 3 4


26. Does your action plan define clear and achievable actions that support your objectives? 1 2 3 4

Add up the scores for Questions 19 - 26, and record it in the space provided. Subtotal D:


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