Chapter 1: Introduction: A. Company Background

GOD-FEARING RECIPROCATING COMMITTING TO 1
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CHAPTER 1: INTRODUCTION
A. Company Background
Founded in September 5, 1962, Metropolitan Bank & Trust Co. (Metrobank) has
since become the premier universal bank and among the foremost financial institutions in
the Philippines. It offers a full range of banking and other financial products and services,
including corporate, commercial and consumer banking, as well as credit card,
remittances, leasing, investment banking and trust banking. Metrobank currently spans a
consolidated network of over 2,300 ATMs nationwide; over 950 domestic branches; and
32 foreign branches, subsidiaries, and representative offices.
Metrobank was incorporated in Binondo, Manila by a group of Filipino businessmen

principally to provide financial services to the Filipino-Chinese community. It opened its
first local branch in 1963, then expanded beyond Philippine shores only a few years after
its establishment. Metrobank rolled out its first international branch in Taipei in 1970 and
a representative office in Hong Kong in 1973. In 1975, Metrobank became the first of the
private banks to move into American territory when it opened its office in Guam. It later
established branches in the United States mainland cities of Los Angeles and New York.
It established Metrobank Foundation, Inc. in 1979, putting emphasis on both business
success and community contribution. The Foundation has since become one of the largest
and most respected charitable organizations in Asia.
In 1981, Metrobank was listed in the Philippine Stock Exchange and acquired its
universal banking license, gaining significant equity ownerships in local and international
subsidiaries. It established its own credit card company, Unibancard Corporation (now
Metrobank Card Corporation) in 1986. In 1988, Metrobank entered into a joint venture
with Japan's largest automotive manufacturer and Mitsui Corporation to establish Toyota
Motor Philippines Corporation. A decade later, it partnered with another global giant, the
AXA Group, to give birth to Philippine AXA Life Insurance Corporation.
In 1990, Metrobank launched the country's first and only talking ATM, Metrobank E.T.
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In 1995, Metrobank became the first billion dollar bank with total capital of Php22.8
billion, the largest in the industry. It is the first local bank to raise supplementary capital
overseas with a total of US$325 million in Lower Tier 2 Capital and Hybrid Tier 1
Capital in the years 2003 to 2006.
Metrobank has also been steadily expanding internationally. In the late 1990s, Metrobank
opened branches and offices in London, Taichung, Tokyo, and Seoul. Metrobank was the
first to be granted a banking license by the Japanese Ministry of Finance. It was also the
first Philippine bank in Korea. In 2001, Metrobank became the first Philippine bank in
China when it opened its branch in Shanghai. In 2010, Metrobank inaugurated its wholly-
owned subsidiary, Metropolitan Bank (China) Limited, the first foreign bank
headquarters to be established in Nanjing. The new bank serves as the base for
Metrobank's operations in China, with three branches located in Nanjing and Shanghai.
"You're in Good Hands"
Metrobank remains dedicated to fulfilling its vision to be the best bank for all
stakeholders – from its customers to the community. With people dedicated to product
quality, service excellence, solid work ethics, and good governance, Metrobank has
established a reputation of stability, strength, and leadership. It adheres to international
best practices, careful strategic planning and prudent decision-making, focused on further
improving earnings quality and increasing shareholder value by constantly reinforcing a
customer-centric strategy built around the commitment of its people.
A recognized leader in the country's banking industry, Metrobank has become regarded
as the trusted banking partner, staying true to its brand promise of "You're in Good
Hands."
B.Vission, Mission, Objectives and Values
VISION
-To be the best bank for all our stakeholders
MISSION
-We aim to be a premier universal bank of international standing, committed to
creating and providing the best possible value for our core constituents " clients,
employees, shareholders and the communities whom we serve.
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OBJECTIVE
Short – Term Objectives:
-To provide quality services by training employees at proper HR.
-To select target sales and develop more on market share.
-To introduce other various products in very competitive prices.
Long – Term Objectives:
-To continuously approve the use of eIcommerce to the company by providing
modern technologies in its most convenience.
-To expand its numerous branches locally and globally.
VALUES
-Light our path and guides our business decisions and conduct as well as execution
of our work. Such is the bedrock upon which the Bank is built.
C. Nature of Business
I. Process of Operation
Corporate Accounts
-Savings Accounts
-Time Deposit
-Checking Accounts
Cash Management
Corporate Loans
-Loans for Capital Expenditures
-Corporate Finance Consultancy
-SME & Other Government Corporate Loans
Trade Products and Services

-Financing for Import and Domestic Purchases
-Financing for Exports
Corporate Insurance
Government E-Services
-BIR eFPS Tax Payment
-SSS Contribution and Payments
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D. Current Revenue Size and Profit
METROPOLITAN BANK & Trust Co. (Metrobank) posted a higher net income in the
second quarter on the back of its robust core business.
In a statement sent to reporters on Thursday, the Ty-led lender said its net profit stood at
P5.2 billion in the second quarter, 31% higher than the P3.9 billion recorded in the same
period last year. This brings Metrobank’s first-half net income to P11 billion, up 16% year-
on-year(compared by 2017 first-half net income). Metrobank attributed the solid second
quarter performance to its core business “as double-digit growth in loans and sustained
CASA (current account and savings account) ratio lifted margins even higher,” keeping the
growth of its recurring expenses at a manageable level. Metrobank’s net interest income
stood at P33.3 billion, accounting for bulk of the bank’s total revenue of P45.1 billion. The
bank’s loan portfolio stood at P1.3 trillion as of end-June, expanding by 18% from the
year-ago level. The commercial segment led loan growth at 21% buoyed by “strong
performance” of the bank’s top corporate accounts. This was followed by the middle
market as well as loans for small and medium enterprises. “The consumer portfolio
maintained its mid-teens growth,” Metrobank noted. Total deposits meanwhile grew to
P1.6 trillion in the said period, while the lender’s CASA ratio was maintained at 62%.
Meanwhile, non-interest income grew 14% to P11.8 billion, supported mainly by

service fees and commissions as well as income from trust operations amounting to P6.8
billion, up 16%. Net trading and foreign exchange gains as well as miscellaneous income
also contributed to Metrobank’s non-interest income at P1.4 billion and P3.6 billion,
respectively. The lender’s second-quarter performance was boosted by modest operating
expenses, which excluding taxes and licenses grew at a slower pace of 10% to P21.7
billion, while manpower-related costs expanded to P10.5 billion by 11%. Asset quality
metrics remained healthy, as the bank’s non-performing loans ratio was flat at 1.1%
quarter-on-quarter. Provisions for credit and impairment losses stood at P3.5 billion, which
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is largely attributable to the impact of Philippine Financial Reporting Standards 9 adopted

this year. On a quarter-on-quarter basis, provisions were 14% lower at P1.6 billion.
Metrobank’s net interest margin (NIM) in the second quarter stood at 3.77%, five basis
points higher than the year-ago level. On a quarterly basis, the lender’s NIM stood at
3.89%, 14 basis points higher than the January-March period. The bank’s assets stood at
P2.2 trillion as of end-June, with equity standing at P277.6 billion. “We are pleased to see
that our efforts continue to bear fruit,” Metrobank President Fabian S. Dee was quoted as
saying in the statement. “Together with achieving sustainable profitability, we are likewise
making good progress in strengthening our risk management and operating controls.”
“Coming from the heels of a successful capital raising at the start of the second quarter, we
have started to build good momentum that should allow us to meet our growth target,” Mr.
Dee added.
E. Current Market Served/Position

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CHAPTER 2: EXTERNAL SCANNING

A. General Environment
Decision making should be absolute inorder to be the have a good and efficient
operation that will put the company to the top, also company should know about
their competitors to have the right strategy to be implemented.
This chapter will discuss some external factors and analysis that may affect
Metropolitan Bank and Trust Co. as a whole in continuing its business.
B. PESTLE ANALYSIS
I. Political: A tool for the big guys
The banking sector looks all powerful — but it’s susceptible to a bigger giant: the
government. Government laws affect the state of the banking sector. The government
can intervene in the matters of banking whenever, leaving the industry susceptible to
political influence. This includes corruption amongst political parties, or specific
legislative laws such as labor laws, trade restrictions, tariffs, and political stability.
II. Economic: Easily influenced
The banking industry and the economy are tied. How income flows, whether the
economy is prospering or barely surviving during times of recession, affects how much
capital banks can access. Spending habits, and the reasons behind them, affect when
customers borrow or spend funds at banks.Additionally, when inflation skyrockets, the
bank experiences the backlash. Inflation affects currency and its value and causes
instability. Foreign investors think twice before providing their funds when a particular
country’s currency value is high. Exchange rates also affect banks globally — stable
currencies such as the US dollar impact other currencies, spending habits, and
inflation rates in other countries.
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III. Social: Consumers want ease
Cultural influences, such as buying behaviors and necessities, affect how people see
and use banking options. People turn to banks for advice and assistance for loans
related to business, home, and academics. Consumers seek knowledge from bank
tellers regarding saving accounts, bank related credit cards, investments, and more.
Consumers desire a seamless banking experience. And technology is developing to
allow consumers to buy products easier, without requiring assistance directly from
banks.
IV. Technology: Smartphones to the rescue
Once, it was expected to visit the local bank to make changes to financial accounts.
But not anymore. Technology is changing how consumers handle their funds. Many
banks offer a mobile app to witness accounts, transfer funds, and pay bills on
smartphones. Smartphones can scan cheques, and the bank can process it from their
end, at their location. This change helps to save paper and the need to drive directly to
the branch to handle these affairs. Debit cards are also changing. Chips have been
implemented, requiring users to insert their card into debit machines rather than
swiping them. Other countries, such as Canada, have implemented a “tap” option —
tapping the debit card onto the device, requiring no pin, for a transaction to complete.
These changes make it easier on the user to make purchases without required
intrusion from banks. Even banks themselves are utilizing technology within the
workplace. Telecommunicating through virtual meetings is being embraced. It
replaces the need for in-person meetings.
V. Legal: Strict guidelines
The banking industry follows strict laws regarding privacy, consumer laws, and
trade structures to confirm frameworks within the industry. Such structures are required
for customers in the allocated country and for international users. Bank ensures that the
entire organization – from the Board of directors, Senior management and employees
– consistently complies with applicable laws, rules, regulations and standard.
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Republic act no. 8791 Also known as “The General Banking Law of 2000”
An Act Providing for the Regulation of and Organization and Operations of Banks,
Quasi-banks, Trust Entities and for other purposes. The General Banking Law of
2000 (GBL) is the law that generally governs the regulation, organization and
operation of banks, quasi-banks, and other quasi-entities.
VI. Environment: Reduced footprint
With the use of technology — particularly with mobile banking apps — the
use for paper is being reduced. Additionally, the need to drive directly to a branch to
handle affairs is minimized as well.
Many issues are taken care of through mobile apps and online banking services.
Consumers can apply for credit cards online, buy cheques online, and have many of
their banking questions answered online or by phone. Thus, reducing individual
environmental footprints.
In conclusion…
The banking industry is held accountable by the government. What and how they
offer services is determined by politics and current governmental laws. Additionally,
banks are at the whim of the economy — inflation rates can devastate banking
prospects as it affects the value of currency.
Technology is helping consumers spend and save money with readily available apps
and online services. For many daily transactions, it isn’t required for users to visit their
branch anymore. This, in turn, saves the use of paper and gas spent from driving to
and from banking locations.
Legally, banks regard consumer laws, trade agreements, and privacy laws. They also
must have top-notch cyber security with the growing use of technology with banking
transactions.
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C. Market/Industry Analysis
I. Customer’s/Client Profile
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II. Competitors Profile
Banco De Oro Unibank (BDO)
Banco De Oro –BDO is the major bank in the Philippines. It is now the largest bank in the Philippines
in terms of assets, loans, and deposits. The bank is the product of the Banco De Oro equitable PCI bank
merger after the boards of both Banco De Oro universal bank and equitable PC1 Bank agreed to merge
on Dec 27, 2006. For awhile, the entity was known as Banco de Or-EPCI, Inc., but
announced that it would go by the name Banco de Oro Unibank, Inc. starting February 2007.
Bank of the Philippines Islands (BPI)

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One of the main competitors of Metrobank is Bank of the Philippine Islands –

BPI is the oldest bank in the Philippines still in operation and is the country’s
3rdlargestbank and company in terms of assets (US$ 15.29 billion. It is owned by Ayala Corporation
" the largest conglomerate in the Philippines, and is based on Makati City’s Central Business District -
CBD, on the corner of Ayala Avenue and Paseo de Roxas. BPI is also the oldest bank in Southeast
Asia and has the long and distinguished history that spans over a century. It has either influenced or
has been influenced by many nations, including parts of the former spanish empire, especially
Mexico, and the united states. while many as an old institution consider it, BP1 is
trying, with moderate success, to promote itself as a dynamic institution that caters to its
various clients, which hail from various sector of Philippine society.
Landbank of the Philippines (LBP)
Bangko sa Lupa ng Pilipinas, also known as Landbank of the Philippines (LBP), is a

government-owned bank with a special focus on serving the needs of farmers and
fishermen. While it provides the service of universal bank, it is officially classified as
a "specialized government bank" with a universal banking license.
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III. Market Condition
1. Market size and growth rate
2. Market Share
market share (asset) 2010
10.9 others
14.2 Metrobank
Banco de Oro
12.6 61.6
Bank of the philippine
island
Based on the graph, Metropolitan Bank and Trust has a 12.6% market share in termsof assets and
second to its greater competitor, which is Banco De Oro that has amarket share 14.9% almost 15%
and Bank of the Philippine 1sland that has 10.9% of market share. These are the most competing
banks in the Philippine interms of the banking institution. The others are the seven universal banks
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that hasincluded in the top ten banks of market share in terms of assets that has the 61.6%
the country. This graph specifes the three principal banking institutions in the Philippines, whichare
Banco De Oro, Bank of the Philippine 1slands and Metropolitan Bank and Trust Company. Banco
De Oro has positioned to number one because it is engaging in advertisements using television,
billboard and forms of promoting their new product and services to the public or make brand
awareness to its customers in the future.4ven though, Metrobank is in the second place there are
many more plans to make and promotions to be given in the future that leads them for
not giving up.
3. Market position of competitors( product, price, place and promotion)
The Metrobank Unit Investment Trust Funds (UITFs) are money pooled together
from clients and invested collectively by professional fund managers. This pooled
fund provides access to high-grade investments which would normally not be
accessible to retail investors. What’s more, the basket of investments within each
UITF gives you the opportunity to maximize your returns without necessarily taking
on too much risk.
And though the UITFs do not offer guaranteed returns, the actual performance of
the different Funds have proven to be most rewarding over the long-term.
UITFs are perfect for you if...

 You have money intended for long term investment and are willing to take risks in
exchange for potentially higher return.
 You can leave your invested money untouched for a long period of time.
Why Invest in UITFs?
Better Earning Potential. Your money is invested in better yielding assets that
would generally require higher participation amounts
Professional Fund Management. You have Metrobank’s seasoned fund managers

working on your behalf.
Diversification. Your money is spread across a basket of various securities

lowering your concentration risk.
Affordability. Have access to different investment outlets that usually require

bigger capital.
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Liquidity. Convert your units to cash anytime.
Convenience. Invest through your nearest Metrobank branch.
Which UITF is best for me?
For clients who would like an affordable way to save and invest regularly.
The METRO ASPIRE FEEDER FUNDS - our line of Unit Investment Trust
Funds(UITFs) that make investing more convenient and affordable! This group of
Funds offers a build-up program that allows you to set aside a fixed amount
monthly, for as low as PHP 1,000 for automatic investment.
D. Intrustry Condition
i. Industry Financial Analysis
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ii. Problems in Industry
Since the nature of this business is more on clients loan and investment, the
banking industry serves as more competitors in terms of condition apply. The
customers need is to become more highly proficient in investment, there are several
bank company that show advertisements and flyers to show up their company’s
status to provide income and profit from the customers.
The only problem of the Metrobank is the nature of competition in industry

regarding loans and investments of their clients. More often, well-known bank
company serves as the highest growing bank company.
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CHAPTER 3:INTERNAL SCANNING

A. Revenue/Sales in the Past Three years
The above table shows the statement of comprehensive income of Metrobank

in the past three (3) years (2014-2016).
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B.Company’s Growth
The above table shows the statement of financial position of Metrobank in the
past three years (2014-2016). Table shows the fast growth by the company from
2014 to 2015 due to performance was achieved as the bank continues to
strengthen its risk management and operating controls.
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C. Profitability, Other Relevant Performance Indicators

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D. Organization Diagnosis
i. Swot Analysis
Strength
Number of Personnel had Increased
The company has provided additional personnel to provide customer at its best
service that could offer. They improved its work force by hiring more or additional
employees and it grab the force on the market, which had enlarged their net income
and their market share.
Local Branches and ATM's Broad Distribution
Metrobank has 730 local branches all over the Philippines. It also have a wide
distribution of ATM machines in 2, 200 nationwide. This force enabled its customer to
transact with the company in any location of the country.
Number of Foreign Branches had Increased
Metrobank spread outs globally by beginning foreign branches in a total of 69 all over
the world, so that Filipino overseas and other foreign investors or customers can
transact with the branches at relieve.
The financial stability of Metrobank
Metrobank had exceeded all the challenges in the economy through its excellent
managing in stabling the financial condition and position. Its previous financial
statements have supported the fact. To complete all its objectives they had provided
such funds for all concerns.
Positive Value System of Employees
Each employees of Metrobank is trained, skilled and educate to follow the company's
belief and proper customer's approach. They are strictly oriented and instruct
employees with its values, and soon they will be part of the organization.
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Give importance to Corporate Social Responsibilities

Metrobank does not only focus on the arriving of favorable outcomes, but they also
give importance in their responsibility to the community. The company shows their
CSR by conducting several different projects that would benefit the country and its
people.
Weakness
Provisions for Loans and Impairment Loss
The provisions for loans and impairment loss had grew and the raised, it had a signal
for the management to analyze its credit management and evaluate whether it needs
more enhancement.
Low Budget on Advertising
The lesser budget of Metrobank has noticed on few television, radio and print out
advertisements. This is why it referred to the CPM, it has a low ranking contrast to its
opponent, wherein they promote their products and services to the public by
advertising it on television or radio announcements.
Deposits to Capital Declines
A deposit to Capital has been reducing by 0.46%. and it indicates that the deposits
have lessened the amount. Because of this, lesser money can be lent for customers.
Interest Income Declines
Interest income is the primary source of revenue of the bank. Decrease in Interest
income may recommend that it may have smaller generated-revenue activities yet
this will not result to lesser net income. Reducing of expenses or interest may
produce a good quality of net income.
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Opportunities
Car Loan Financing and Credit Card Inclines
This opportunity, increase in car loan financing and credit card users is connected
with how the customers had been using it on their daily basis. Every financing
company has a target in the market, because it has an immediate return for the
company through its interest.
Development and Training of Personnel Implementing constant training and
development for Metrobank's personnel and employees is a great factor to their
operations and productivity, and to its achievement for the company's goal by
implementing this long term objective, this can create developing good qualities of
personnel towards its customers.
Increased by 7.8% OFW remittances Throughout the year strong order of
professionals and skilled OFWs, the rate of remittances persisted to increase.
Working abroad turned out to be global employment opportunities, which has
remained favorable with the combined wider access and expanded money transfer
services by OFWs beneficiaries. This can enable to transact money transfer with ease.
Banking Technology Innovation
Modern technology had been very helpful and useful to all customers. It grows
rapidly due to the demand of human needs, thus Information Technology Experts
innovates their product and services by technological usage. The Improvement of
Banking Technology that will be user friendly to all specifies that the software they
use will greatly improve the function as well as their output and efficiency.
Threats
Increased by 4.0% Inflation rate
Inflation affects the value of the money. the higher the inflation rate. the value of
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the money decreased. This might cause the rise of commodity prices in every
industry. which might affect the movement of the money to the customers.
Improvement in Competitor's Product
Competition turns into stiff due to obtaining its company‘s objectives and goals.
Even now. they constantly innovates and upgrading all their products. services and
upcoming competitive and reasonable prices and new products that will be
introduced to the public. then attract and draw more customers.
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CHAPTER 4:STRATEGY FORMULATION
A. Tows Matrix
Internal Strengths Internal Weaknesses External

1.Number of personnel had 1.Provisions for loans impairment loss Opportunities
increased inclines 1.Car loan financing
2.Local branches and atm broad 2.Low budget on advertising and credit card
distribution 3.capital deposits declines by 0.46% inclines
3.Number of foreign branches 4.Interest income declines by 0.43% 2.Development and
had increased trainings of personnel
4.Financial stability of 3.Increased by 7.8%
Metrobank of ofw remittance
5.Positive value system of 4.Banking technology
employees innovation
6.Metrobank’s corporate social
resposibilities
SO Strategies WO Strategies External Threats

S2 S3 S4 O3-create seafarer’s W1 O4-advanced risk management by 1.Increased by 4.03%
remittance unit to maintain improve credit excellence inflation rate
business with shipping agencies W2 01-invest in advertising to 2.Improvement in
S101-Extend longer loan promote product and to increase brand competitors product
portfolio by promoting career awareness 3.Decreased
development trainings construction loan
S1 S4 O4-Using e-commerce 4.Of foreign
and update now banking currency’s supply and
technology demand
5.climate change
effects
6.Reasonable money
transfer existence
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ST Strategies WT Strategies
S3 T2 T4-enhance and W2 E2-invest an additional budget for
developing products and product and service advertisment
services on foreign branches
S6 T5-support local advocacy
on climate change
B. Space Matrix
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C. Competitive Profile Matrix
Legend: Rating: 4 - major strength 3 - minor strength 2 - minor weakness 1 - major

weakness
*The company who has the highest TOTAL is the strongest strategic position among the
competitors in the industry.
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CHAPTER 5:STRATEGY IMPLEMENTATION
A. Strategic Map
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B. Department Action Plans and Program
STRATEGY RECOMMENDATION
It is recommended that the company should dwell on creating intensive strategy.

This includes market penetration and product development. These strategies
require intensive efforts for Metrobank's competitive position with existing products
to improve.
Strategy 1 - Market Penetration
A. Broaden Market in China

In 2010, Metrobank inaugurated its wholly owned subsidiary. Metropolitan Bank
Limited, the first foreign bank headquarters to be established in Naijing. The bank
serves as the base for Metrobank's operations. Therefore, the next step. Metrobank
needs to broaden market their share in chains and finance market. Metrobank has a
good opportunity to compete with other international banks like City Bank and BPO
because of their increasing Finance Market.
Strategy 2 - Product Development

A. Improve Operation and Service.
Improve some operation and service to adopt custom. Different culture needs
different way to delight your customer who is with different culture. This can entail
large research development expenditures. In the Banking Industry, the company will
always pursue to build a healthier balance sheet and strong capital position by its
substantial progress.
Implementing this could improve to achieve the strategy. It can be involved a design
that can create and organize plans and handle turn - downs on the next year.
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B. Updating new banking technology

Maximization upgrades of its branches' computer and IT software and ATM are
needed in order to sustain its quality in their product and services.
Strategy 3 - Market Development Strategy

By involving selling present products and services in new markets, this can be an
investment for reaching out to other well - known company to increase market
share. share growth and company profits. This can gain brand and company
awareness with the other company alliances to create partnership or corporation
with the company‘s products and services.
Action Plan
Market Development
This action involves increasing in working hours and days, promotion with other
company alliances. This can maintain and serve more customers in anytime of the
day and would be efficient if it will be following on more time management during
the bank's opening time.
Market Penetration
A good partnership with famous companies such as Bench Philippines. 5&R can be
useful and promote Metrobank‘s market growth. The collaboration with these
companies aims to increase the bank‘s market share. profit of the company and
sales / market growth.This enables customers to have a correlation towards the bank‘s
products and services offered. This can entail brand and company awareness only by
their
alliances.
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Product and Service Development

This can increase sales by improving and innovating present service, enhancing and
training proper customer relationship. Even products and services are almost the
similar compared to other competitors this is one of the factors one bank can maintain
the loyalty of its customers and create a good customer relation.
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 www.metrobank.com.ph%2Fimages%2FAnnual%2520Reports%2F2013%2520Annual%2520Report.pdf%3Ffbclid
%3DIwAR01wq46cbwOJQML0jn2Pa_pOSa5rro8bCHJvR74EbDul_KBnBggXOIj0_M&h=AT1PrOiuYLi1Ox3WEzCed
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017.pdf%3Ffbclid%3DIwAR20bZ8fKQxJL3Hel_VHXyKxHQFrjH3f5NE9_yYMmEwCLW3UKyzuuop6VWA&h=AT1Pr
OiuYLi1Ox3WEzCedOlItAbqP2AaGpIQn11Gpg7GtKQa6EPK5K1YA-
 www.metrobank.com.ph%2FViewImage.asp%3Fid%3D1520%26fbclid%3DIwAR0IkXTdyqOC3tIBb55B2RJVCxmq5
Qh5hGghH4-
PKAu34zuE50GJdlvr3cA&h=AT1PrOiuYLi1Ox3WEzCedOlItAbqP2AaGpIQn11Gpg7GtKQa6EPK5K1YA-
 www.metrobank.com.ph%2FViewImage.asp%3Fid%3D1451%26fbclid%3DIwAR1f5bH6H2ZqECDfHwAJIdy4J_yAiG
CMmpmmYqImd2gdBcpcw6LcGnfJPyY&h=AT1PrOiuYLi1Ox3WEzCedOlItAbqP2AaGpIQn11Gpg7GtKQa6EPK5K1
YA-c4jMFiDo3mslexuG_DClVei7ex8MOyfXVQUyWodSpVVYAB0aRIjOvOap5eNJGGfZBbil141DeD
 www.bloomberg.com%2Fresearch%2Fstocks%2Fprivate%2Fsnapshot.asp%3FprivcapId%3D59367911%26fbclid%
3DIwAR0Ggp5BSRkqbV0Rsa20eRhV7oTYcMZp5xxRSxZrcxs-
 www.bloomberg.com%2Fresearch%2Fstocks%2Fprivate%2Fsnapshot.asp%3FprivcapId%3D59367911%26fbclid%
3DIwAR0Ggp5BSRkqbV0Rsa20eRhV7oTYcMZp5xxRSxZrcxs-
EXCELLENCE
 www.metrobank.com.ph%2Forg_chart.asp%3Ffbclid%3DIwAR3IWhL0SWlIVAlN75-
KHtSAM2XWYuhgeZCKXoFu9PiEaet-
oLKE2vm2gUQ&h=AT1PrOiuYLi1Ox3WEzCedOlItAbqP2AaGpIQn11Gpg7GtKQa6EPK5K1YA-
017.pdf%3Ffbclid%3DIwAR0fK5N3n6q91McYsfiv6UoBoWk7t4ilWSz0-
j9BsHO85jGqhRXynz_Wqmk&h=AT1PrOiuYLi1Ox3WEzCedOlItAbqP2AaGpIQn11Gpg7GtKQa6EPK5K1YA-
 www.investing.com%2Fequities%2Fmetro-bank-
ratios%3Ffbclid%3DIwAR1flI4ylPlsCftdp2sC8VLxpcgPsLgUU6DeR_fcBzBn51lPt6f1-
W_1AMk&h=AT1PrOiuYLi1Ox3WEzCedOlItAbqP2AaGpIQn11Gpg7GtKQa6EPK5K1YA-
EXCELLENCE
TABLE OF CONTENTS
COMPANY BACKGROUND 1
VISION, MISSION, OBJECTIVES AND VALUES 2
NATURE OF BUSINESS 3
CURRENT REVENUES SIZE AND PROFIT 4
CURRENT MARKET SERVED/POSITION 5
GENERAL ENVIRONMENT 6
PESTLE ANALYSIS 6
MARKET INDUSTRY ANALYSIS 9
INDUSTRY CONDITION 14
REVENUE SALES IN THE PAST 3 YEARS 17
COMPANY’S GROWTH 18
Profitability, Other Relevant Performance Indicators 19
ORGANIZATION DIAGNOSIS 20
TOWS MATRIX 24
SPACE MATRIX 25
COMPETITIVE PROFILE MATRIX 26
STRATEGIC MAP 27
DEPARTMENT PLANS AND ACTION PROGRAM 28
BIBLIOGRAPHY 31
EXCELLENCE
Strategic Management
Metropolitan Bank and Trust

Company (Metrobank)
Name:

Chapter 1: Introduction: A. Company Background

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Chapter 1: Introduction: A. Company Background

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GOD-FEARING RECIPROCATING COMMITTING TO 1

Metrobank was incorporated in Binondo, Manila by a group of Filipino businessmen

"You're in Good Hands"

B.Vission, Mission, Objectives and Values

Trade Products and Services

D. Current Revenue Size and Profit

Meanwhile, non-interest income grew 14% to P11.8 billion, supported mainly by

is largely attributable to the impact of Philippine Financial Reporting Standards 9 adopted

E. Current Market Served/Position

CHAPTER 2: EXTERNAL SCANNING

I. Political: A tool for the big guys

II. Economic: Easily influenced

III. Social: Consumers want ease

IV. Technology: Smartphones to the rescue

V. Legal: Strict guidelines

VI. Environment: Reduced footprint

II. Competitors Profile

Banco De Oro Unibank (BDO)

Bank of the Philippines Islands (BPI)

One of the main competitors of Metrobank is Bank of the Philippine Islands –

Landbank of the Philippines (LBP)

Bangko sa Lupa ng Pilipinas, also known as Landbank of the Philippines (LBP), is a

III. Market Condition

1. Market size and growth rate

market share (asset) 2010

3. Market position of competitors( product, price, place and promotion)

UITFs are perfect for you if...

Why Invest in UITFs?

Professional Fund Management. You have Metrobank’s seasoned fund managers

Diversification. Your money is spread across a basket of various securities

Affordability. Have access to different investment outlets that usually require

Liquidity. Convert your units to cash anytime.

Convenience. Invest through your nearest Metrobank branch.

Which UITF is best for me?

ii. Problems in Industry

The only problem of the Metrobank is the nature of competition in industry

CHAPTER 3:INTERNAL SCANNING

The above table shows the statement of comprehensive income of Metrobank

C. Profitability, Other Relevant Performance Indicators

Give importance to Corporate Social Responsibilities

CHAPTER 4:STRATEGY FORMULATION

Internal Strengths Internal Weaknesses External

SO Strategies WO Strategies External Threats

C. Competitive Profile Matrix

Legend: Rating: 4 - major strength 3 - minor strength 2 - minor weakness 1 - major

CHAPTER 5:STRATEGY IMPLEMENTATION

B. Department Action Plans and Program

It is recommended that the company should dwell on creating intensive strategy.

Strategy 1 - Market Penetration

A. Broaden Market in China

Strategy 2 - Product Development

B. Updating new banking technology

Strategy 3 - Market Development Strategy

Product and Service Development

Metropolitan Bank and Trust

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