Strategic Management Plan (Bpi)

COLLEGE OF BUSINESS AND ACCOUNTANCY
UNIVERSITY OF CALOOCAN CITY
CBA Bldg., Libis St., Camarin, Caloocan City
STRATEGIC MANAGEMENT PLAN
Of
BPI
(Bank of the Philippine Islands)
IN PARTIAL FULFILLMENT OF THE REQUIREMENRTS
FOR THE DEGREE OF BACHELOR OF SCIENCE
IN BUSINESS ADMINISTRATION MAJOR
IN FINANCIAL MANAGEMENT
BY:
CRISTINE JOY S.A. GITO
BSBA-FMGT 4E
PRESENTED TO:
ISAIAS L. BORRES
Executive Summary
• It is the first commercial bank in the Philippines and the oldest of all Asian banks
since 1851.
• Country’s third-largest bank according to its assets and deposits on March 2014 and
third in the rank according to its loans and capital based on March 2013.
• BPI offers a full range of commercial and retail financial services, including
corporate finance services, asset management, and brokerage and other financial
consulting services.
• As of December 2013, BPI has 814 branches across the country, including 66 kiosks
and nine overseas branches. While BPI's ATM network, known as the ExpressNet, has a
total of 2,507 terminals servicing customers nationwide.
 This study contains information about the banking industry analyzing the factors
that can affect to the Bank, revealing its strengths and weaknesses, as well as the impact
of opportunities and threats for the current position of the bank, and the tools used to
weigh it all and the recommended strategies which is the purpose of this study.
Chapter 1
INTRODUCTION
A. Company Background
The Bank of the Philippine Islands (BPI) is a commercial bank with an expanded
banking license. Together with its subsidiaries, BPI offers a wide range of financial
services that include corporate banking, consumer banking and lending, investment
banking, asset management, securities distribution, insurance services, leasing, and
foreign exchange. These services are offered to a wide range of customers, from
multinational corporations, government entities and large corporations to small- and
medium-sized enterprises and individuals.
Established on August 1, 1851 under Spanish colonial rule, BPI was originally
known as El Banco Español Filipino de Isabel II, named after then Queen of Spain, Isabel
II. The Bank was the first to be established in the Philippines, and was responsible for
starting the country's banking and finance industry. It performed many functions that in
effect made it the country's de facto central bank, including printing and issuing currency
in its own name.
For many years after its founding, BPI was the only domestic commercial bank in
the Philippines. It adopted its current name on January 1, 1912.
Being one of the primers of the industry in the Philippines, BPI had become
genius of its environment. It adapts to new technologies, innovates rapidly and always
aims for the best as what its tagline says, “Make the Best Happen”. As it grows and being
one of the top banks not just only in the Philippines but also internationally, it still does
have problems that they don’t mind at times. One of the BPI’s problems is the lack of
employees to attend more of its clients at a time. The other problem is also a lack of seats
to give their clients convenience while waiting for their turns.
Today, BPI is not only known as the oldest bank in the Philippines and in
Southeast Asia; it is also an acknowledged leader in Philippine banking, with its high
market capitalization, strong Tier 1 capital adequacy ratio and healthy shareholder return,
all promoted and supported by prudent management. BPI is rated investment-grade by
two international ratings agencies, Moody's Investors Service and Fitch Ratings.
As of December 2013, BPI has 814 branches across the country, including 66
kiosks and nine overseas branches. While BPI's ATM network, known as the ExpressNet,
has a total of 2,507 terminals servicing customers nationwide.
B. Research Design and Methodology
To have more insights on the Strategic Management Plan conducted, I, the
researcher gathered information and data through the internet in different websites, and
through description that helped in making the strategies of Bank of the Philippine Islands
(BPI).
1. Documentary Analysis – Through the use of internet I searched some information and
data about Bank of the Philippine Islands (BPI) as a banking institution that offers
financial services to be safety and secured. All information was conducted to have
specific foundation to hold and make this Strategic Management plan possible.
2. Descriptive method – a method that yields descriptions of behavior but not
necessarily causal explanations which would also help to have an insight of the
bank’s strategic plan.

Chapter 2
External Analysis
In this part, the shifting factors that directly affect the banking industry in the
Philippines were being discussed and will also serve as a guide for those transacting with
this kind of industry. It will also help one to have an idea on where to trust his future
plans.
A. Political – Legal Forces
Philippine Banking Laws
The Banko Sentral ng Pilipinas, as the Central Bank of the Philippines, has
regulated the Banking laws for the country to regulate the financial institution
establishments here. There are banking laws that banks, especially the commercial ones,
need to be followed. These are:
1. Presidential Decree No. 129 February 15, 1973 which concerns to the governing
the establishments, its operations and the regulation of the investment houses -
whereas, there were pending before Congress, prior to the promulgation of
Proclamation No. 1081, dated September 21, 1972, urgent measures proposing the
regulation of the so-called investment banks; whereas, an extensive survey and
study of the Philippine financial system had been undertaken in order to
determine its adequacy in Philippine economic development, and an integrated set
of recommendations were submitted; whereas, the recommendations, as endorsed
with modifications by the monetary authorities and made the basis of this Decree,
advocated the enactment of the statutory framework within which the
underwriting of securities may be governed and, to the extent that these entities
perform quasi-banking functions, to harmonize their operations with national
monetary goals.
2. Presidential Decree No. 1034 September 30, 1976 which is authorizing the
establishments of an offshore banking system in the Philippines - whereas,
conditions conducive to the establishment of an offshore banking system, such as
political stability, a growing economy and adequate communication facilities,
among others, exist in the Philippines; whereas, it is in the interest of developing
countries to have as wide access as possible to the sources of capital funds for
economic development; whereas, an offshore banking system based in the
Philippines will be advantageous and beneficial to the country by increasing our
links with foreign lenders, facilitating the flow of desired investments into the
Philippines, creating employment opportunities and expertise in international
finance, and contributing to the national development effort; whereas, the
geographical location, physical and human resources, and other positive factors
provide the Philippines with the clear potential to develop as another financial
center in Asia.
3. Republic Act No. 3591, as amended by PDIC Chapter is an act establishing the
Philippine deposit insurance corporations, defining its powers and duties and for
other purposes. It is composed of these sections:
Section 1. The Creation of the Philippine Deposit Insurance Corporation

Section 2. Board of Directors: Composition and Authority
Section 3. President of the Corporation, Compensation, Powers and Duties
Section 4. Definition of Terms
Section 5. Deposit Insurance Coverage
Section 6. Assessment of Member Banks
Section 7. Sanctions Against Unsafe and Unsound Banking Practices
Section 8. Powers as a Corporate Body
Section 9-12. Powers and Responsibilities and Prohibitions
Section 13. Permanent Insurance Fund
Section 14-16. Payment of Insured Deposits
Section 17 a-c. Corporate Funds
Section 17 d. Financial Assistance
Section 18. Authority to Borrow
Section 19. Issuance of Bonds, Debentures, and Other Obligations
Section 20. Reports
Section 21. Sanctions and Penalties
Section 26. Separability Clause
Section 27. Repealing Clause
Section 28. Effectivity Clause
4. Republic Act No. 8791, an act providing for the regulation of the organization and
operations of banks, quasi-banks, trust entities and for other purposes.
5. Republic Act (RA) 10641, the newly enacted law liberalizing the banking
industry “should” be a welcome respite to the abysmal economic and political
news - An Act Allowing the Full Entry of Foreign Banks in the Philippines,
Amending for the Purpose RA 7721”. The act was ratified on July 21, 2014. The
implications of this new law to our banking, economic and business industries is
depending on the reactions of the concerned players in the banking sector, the
entry of foreign banks to the country is an indication of stability, or at least a good
perception of our banking and finance environment. Or at least, the thrust of the
law is to promote equal opportunity for the banking sector that would hopefully
induce a more conducive business environment. The law allows up to 100-percent
ownership of domestic banks by foreigners and the liberalized entry of overseas
banks and financial institutions into the country. Likewise, it is a supportive law
meant to impose the same privileges granted to local banks. As such, it is intended
to strengthen or stabilize the operation of local banks and the financing industry
as a whole.
Taxes imposed on banks
Improperly accumulated earnings tax (IAET). This is imposed when the
accumulated earnings of a corporation are in excess of 100% of the paid up capital. The
IAET does not apply to listed corporations, banks and non-bank financial intermediaries,
insurance companies, companies registered with the Philippine Economic Zone Authority
(PEZA), or pursuant to the Bases Conversion Development Authority (BCDA), or other
special economic zones there is an applied 10% of the improperly accumulated taxable
income.
B. Technological Forces
Though the global economy is still shaking off the effects of the past and current
financial crises, banks in both emerging and developed economies have an opportunity to
manage enormous capital growth and wealth creation. To regain customer confidence and
earn their slice of the increasingly competitive market, banks must transform themselves.
Technology has been a big help to the great improvement of banking industry in our
country. Together with the budding gadgets there is this growing technology that had
invented to help our transactions made easy and more accessible and accurate. Through
the help of the new technology, the channels of banking transactions take only a few
seconds to get information and to transfer data to one another.
At the same time, the needs and nature of the financial services customer base
have shifted dramatically. Today, 2.5 billion people―or half the world’s adults ― don‘t
use formal financial services to save or borrow. Banks are struggling to regain the trust of
customers, counter-parties, regulators and governments after the tumult of the financial
system in 2008.
In a competitive landscape that favors the fastest and the smartest, banks and
financial services firms that invest in systems for sophisticated insights and predictive
analytics will be better positioned to emerge as market leaders. There are new ways to
understand their customer better, have more information for risk decision-making, and
develop products precisely for the needs of the customer.
By using this new set of technology, the company gets a chance to maintain their
good quality of products and services to capture the attention of the clients or customers.
This new technological forces brings a positive effect as of now by providing stabilized
and secure information.
C. Economic Forces
Each one of us wants to secure our future, particularly in education, health and
future necessities. In keenness of that security, the knowledge about investing and
handling financial aspects will help us to be secure by making of proficient and suitable
financial decisions that requires significant knowledge which provides them to assure
their needs and expectations. Putting trust to a certain company which we think can
handle our money well and manage it in a good way gives its customers the.
"In investing, what is comfortable is rarely profitable." - Robert Arnott. At times,
one has to step out of his comfort zone to realize significant gains. Know the boundaries
of it and practice stepping out of it in small doses. As much as we need to know the
market, we need to know ourselves too. Can one handle staying in when everyone else is
jumping ship? Or getting out during the biggest rally of the century? There's no room for
pride in this kind of self-analysis. The best investment strategy can turn into the worst if
one doesn’t have the stomach to see it through. Securing our future is not an immature
way of spending money to something; it is a knowledgeable way of thinking that we need
to secure our future that is why people are willing to invest or save their money to the
banks that are really trusted.
Inflation Rate
The inflation rate in Philippines was recorded at 4.90 percent in August of 2014.
Inflation Rate in Philippines averaged 8.89 Percent from 1958 until 2014, reaching an all
time high of 62.80 Percent in September of 1984 and a record low of -2.10 Percent in
January of 1959 (National Statistics Office of Philippines).
In Philippines, the most important categories in the Consumer Price Index are:
food and non-alcoholic beverages (39 percent of total weight); housing, water, electricity,
gas and other fuels (22 percent) and transport (8 percent). The index also includes health
(3 percent), education (3 percent), clothing and footwear (3 percent), communication (2
percent) and recreation and culture (2 percent). Alcoholic beverages, tobacco, furnishing,
household equipment, restaurants and other goods and services account for the remaining
15 percent. The link http://www.tradingeconomics.com/philippines/inflation-cpi provides
- Philippines Inflation Rate - actual values, historical data, forecast, chart, statistics,
economic calendar and news. Content for - Philippines Inflation Rate - was last refreshed
on October 4, 2014.
Banks’ interest rate is much affected by the fluctuating rate of inflations. Also, the
inflation affects the pressure of the customer to choose saving in banks and on which
company to save their money or to trust their assets. And because of the population of the
rising banks in the industry the customers are still looking for the best one to hand over
their money. Decision takes critical analysis to pick the best decision for the security and
also the return of the ones’ investment.
Population Growth
The total population in Philippines was last recorded at 97.4 million people in
2013 from 26.3 million in 1960, changing 271 percent during the last 50 years.
Population in Philippines averaged 58.72 Million from 1960 until 2013, reaching an all
time high of 97.35 Million in 2013 and a record low of 26.27 Million in 1960. Population
in Philippines is reported by the Bangko Sentral ng Pilipinas.
The population of Philippines represents 1.37 percent of the world´s total
population which arguably means that one person in every 74 people on the planet is a
resident of Philippines. This page provides - Philippines Population - actual values,
historical data, forecast, chart, statistics, economic calendar and news. Content for -
Philippines Population - was last refreshed on Saturday, October 4, 2014.
Growth in population may appear to have an impact on investment in the short
spell, in the distant future, it also strangles public finances. Therefore measures should be
adopted such that, rising unemployment rate resulting from population growth be
accommodated by private sector investments. Seemingly, structural adjustments policies
implemented by the country have had the desired investment effects. The mounting of the
population is an indicator that the company needs to develop and value their services for
the better understanding of the customer. Keeping the customer’s trust is the best thing
that the company could make. It needs to show that the trust of the customer is what the
truly values by giving a good response to them.

Employment Rate
The employment rate in the Philippines this July 2014 is estimated at 93.3
percent. This estimate is based on the July 2014 round of the LFS (Labor Force Survey)
which did not cover the province of Leyte. The employment rate for the same month of
2013, computed using data from the July 2013 LFS that includes the province of Leyte,
was 92.7 percent. Using data from the same LFS round, but excluding data from the
province of Leyte, the employment rate for July 2013 is also estimated at 92.7 percent.
In this report, for purposes of comparing with the July 2014 results, the July 2013 labor
and employment indicators were computed using the July 2013 LFS data that excludes
those for the province of Leyte.
Three regions, namely, National Capital Region (NCR) (89.7%), Central Luzon
(91.7%), and CALABARZON (92.0%) had employment rates lower than the national
figure. The labor force participation rate (LFPR) in July 2014 is estimated at 64.4
percent, up from the LFPR in July 2013 which was estimated at 63.9 percent. The labor
force consists of the employed and the unemployed.
Philippines jobless rate kept its downward trend to 6.7 percent in July of 2014
from 7 percent in April, as more people were employed in the services and industry
sectors. Figures for the province of Leyte which was hit by typhoon Haiyan are not
included.
Among unemployed people, 63.3 percent were males. The age group 15 to 24
years old accounted for 49.3 percent of total unemployed, while the age group 25 to 34
accounted for 30.8 percent. By educational attainment, 23.2 percent were college
graduates, 13.2 percent were college undergraduates, and 32.1 percent were high school
graduates.
Among regions, the National Capital Region (10.3 percent), Central Luzon (8.3
percent), and Calabarzon (8.0 percent) showed unemployment rates higher than the
national figure (6.7 percent).
D. Socio – Cultural Forces
Probably Filipinos usually say, “Tsaka na ko mag- iinvest kapag may ipon na
ako.” Well actually one can save money whenever they can by careful planning and
knowledge they can be bound to financial freedom. Usual thing that Filipinos do is to
save money in piggy banks wherein every single coin is very much counted. But those
piggy bank days were over for it is now the generation on which Juan is wiser, more
knowledgeable and planning for his future better than before.
Living in the Philippines it is understood that one have to pay the bills, rent
or house mortgage, transportation and give money to the family but at the end of the day,
what is left to Juan? There is this knowledge that Filipinos were adopting today, first is to
save at least 20% and deposit it directly to savings account. This will not only one to
jump start investment, but will also have enough money to cover for any emergencies
that will happen in the future. Second is lessen the expenses, since having a raise happens
once a year, the best way to save money is to lessen the expenses by planning meals,
trying to stay at home more on the weekends, buying locally branded products, and
cutting down cable and landline. Third is get easy money by placing a jar at home and
whenever one have spare change he earns from public transport put it there and you will
be surprised on how much you will be saving. The common thing that Filipinos usually
lack is the knowledge on how to save money which is not actually the problem.
Acquiring knowledge on how to save money is only 10% of the battle and the rest goes to
the discipline we put in saving money itself.
E. Environmental Forces
The most unpredictable and great threat to companies that will possibly affect its
operations is the environment as no one knows what will happen in future. Belongs to
which are the natural calamities and the health status of its market. When natural
calamities attacks and gives people damages whether property or lives, it directly affects
their financials as well as when there is an epidemic or contagious disease spreading.
With these people - especially the banks’ clients - are more likely will decrease their
transacting ability. This force elicits the company’s best ideas and can prove how well-
built and how good the company manages the different forces given by environment.
This also makes them analyze what strategies to start on.

Chapter 3
INDUSTRY ANALYSIS
This chapter shows the meaning why this kind of company still in exist into this
world. Together with the information on how this kind of industry works with the
different sectors.
A. Definition of the Industry
The banking industry is a dynamic and significant component to individuals,
corporate, small and medium businesses, national and global, economic, socio and
financial well-being. Despite the generally difficult regional conditions which prevailed
as a result of the onset of the Asian financial crisis in 1997, the Philippines has emerged
as among the most resilient economies in the region. The lesser impact on the Philippine
economy of the financial disorder which hit Asia owes much to the country is sound
macroeconomic fundamentals, as well as to the financial reform initiatives implemented
by the Central Bank of the Philippines (BSP) even before the Asian crisis struck.
Already in the 1980s, measures were being pursued to encourage greater
competition and strengthen supervisory and regulatory systems. In the 1990s, the reform
efforts were intensified. A new and more independent central bank was created in 1993.
Restrictions on the establishment of new banks, as well as of new branches, were eased.
Foreign bank entry was liberalized in 1994, which led to the establishment of 10 new
foreign bank branches in 1995. Meanwhile, tighter prudential measures continued to be
introduced such as a higher set of minimum capital requirements, liquidity cover on
foreign currency liabilities, and a cap on loans to real estate and regulations on
derivatives trading. Thus, the Philippine banks entered the crisis period in a relatively
well capitalized and robust condition.
The “Philippines Banking Outlook 2014: The Healthy Domestic Economy
Signals A Good Year For Banks,” international credit-watcher Standard & Poor’s (S&P)
projected a stable outlook for Philippine banks in 2014, citing the strong demand for bank
loans, with loan portfolio estimated to grow by a stable 10-15%, in a robust
consumption-led domestic economy resulting from steady remittance inflows, good
governance, and economic reforms. The strong Gross Domestic Product (GDP)
performance – 7.2% in 2013 – will support financial sector growth, said S&P. The
Philippine government forecasts a GDP growth of 6.5% to 7.5% in 2014. Any global
economy would have a manageable impact on Philippine banks, with the good
performance of the domestic economy and the country’s reliance on exports.
S&P said its view of the banking systems of the Philippines, Singapore,
Indonesia, and Thailand is one of stability. Healthy funding and liquidity profiles and
adequate capitalization of most rated banks in these countries have put them in a position
of strength going into 2014, it said. It particularly cited the Philippines as resilient to
global economy is driven by domestic demand and its emigrant work force. Philippine
growth is among the fastest among its peers in Asia,” S&P declared, saying that local
banks would continue their strong and resilient standing with good liquidity and funding
profile.
Although Philippine banks have gradually over the past decade, clearing the
remaining assets will take time,” S&P said in its report. Banks’ overall credit costs are
expected to be “manageable,” S&P said, projecting credit costs in 2014 at about 0.6%,
which banks can absorb, given their lending spreads of more than 4%. Philippine banks’
property-related exposure, including construction and mortgage loans, at 7% of total
loans as of the end of 2013, is smaller than that of other Asian banks,” S&P noted.
The gains in the banking sector notwithstanding, the BSP will continue to
implement market-oriented reforms that will further promote the soundness, stability and
global competitiveness of the Philippine banking system. To this end, the BSP will
continue to pursue legislative reforms and the alignment of supervisory and risk
management processes with internationally accepted standards.
At the top of the legislative agenda are the amendments to the 1993 New Central
Bank Act, as well as the enactment of anti-money laundering legislation. In addition,
prudential regulations will continue to be rationalized and aligned with international best
practices, while improvements will be made to regulatory oversight through the full
implementation of consolidated supervision and risk-based examination.
The combined effect of these moves should promote a stable and competitive
Philippine banking system, more suited to the growing demands of a globalised economy.
Domestic banks, with their flexibility in adapting to the changing financial environment,
will continue to be the lead players, while foreign banks, with their increased
participation, will continue to provide the additional impetus needed to sustain and
enhance the competitiveness of the Philippine banking industry
B. Market Analysis
Banks role
The bank is the channel between the individuals and the companies. This is also
the store house the country’s wealth and provides financial resources necessary for
economic development. Commercial banks accept deposits from individuals and

businesses, these deposits are then made available to the businesses which make use of
those for productive purposes of the country. Through the money deposited in the banks,
individuals as well as businesses trust their money to an institution for future use and that
will also be returned to them with interest. These moneys, to be able to earn money as
well, are being lent to the businesses and individuals to be used as their capital to start or
continue their operations and when businesses were put up many jobs opportunities were
popping up. By the time businesses were there, the individuals will also benefit to it
either by its products and services or by being part of the company creating products and
rendering services. Banks can be also considered as a market where consumers
(businesses) and the suppliers (individuals) meet to exchange assets and be used as
capital. Without banks, these two parties will have difficulty with their respective
situations.
Market volatilities in global and domestic markets led to increased demand for
risk protection. The inherent risks in many business transactions as well as the lingering
uncertainties brought by the recent economic crisis caused the demand for risk protection
instruments such as bank guarantees to rise. As of end-June 2013, the banking system’s
guarantees posted a double-digit growth of 18.3 percent to P145.0 billion from last year’s
P122.6 billion. Bank guarantees are either stand-by LCs or outstanding guarantees issued.
LCs made up 88.9 percent or P128.9 billion of total bank guarantees. The balance was
accounted for by outstanding guarantees issued at 11.1 percent or P16.1 billion. Most of
bank guarantees were accounted for by universal and commercial banks which continued
to hold the lion’s share of bank guarantees at 99.5 percent or P144.3 billion.
Credit card lines represent a large portion of total bank commitments wherein the
total commitments declined year-on-year by 36.9 percent to P608.0 billion from P962.9
billion a year ago and were mostly issued by universal and commercial banks. The
increased credit extended to households for family and other personal expenditures which
expanded by 3.5 percent to P421.0 billion from P406.8 billion last year failed to make up
for the huge drop in accounts under the item “others”. Credit card lines accounted for
69.2 percent of total commitments at P421.0 billion from 42.2 percent a year ago.
C. Competitive Analysis
BPI's main competitors are BDO and Metrobank. However, other competitors
include Land Bank of the Philippines (LBP), Philippine National Bank (PNB),
RCBC, Development Bank of the Philippines (DBP), and Citibank Philippines. BPI does
not compete with its two banking partners: BPI Family Savings Bank and BPI Direct
Savings Bank. Instead, they offer different levels of services based on the needs of the
potential BPI client(s). BPI, as the oldest and one of the largest Philippine banks, is
always trying to stave off competition to stay as one of the country's best banks.
The country’s three largest banks in asset terms retained their respective credit
ratings from Moody’s Investors Service on the back of strong capitalization, high
liquidity and prospects of continued profitability. BDO Unibank Inc., Metropolitan Bank
& Trust Co. and the Bank of the Philippine Islands (BPI) kept their Ba1 long-term local
and foreign currency deposit ratings, Moody’s said in a statement late Friday.
The short-term local and foreign currency deposit ratings of the three banks were
kept at “not prime” which means they do not fall within the “prime” ratings that measure
the capability to pay short-term obligations. The outlook for the ratings is stable.
At the same time, the bank financial strength rating of BPI and Metrobank were
revised upwards to D+ from D, which according to Moody’s metrics, means “modest

intrinsic financial strength” requiring “some” support at times. Their financial strength
grade is now higher than BDO’s D, which bagged a “positive” outlook due to better asset
quality, improving profitability and capitalization that benefitted from a $1 billion rights
issue last year.
The bank credit assessment (BCA) rating, which takes into account subsidies
from the government and bank affiliates, were raised to Ba1 from Ba2 for BPI and
Metrobank. BDO’s BCA rating was steady at Ba2. This is due to the bank’s improved
financial fundamentals, particularly asset quality and loss-absorption capacity. For
instance, both lenders’ bad loan ratio - 2.1 percent for BPI and 1.8 percent for Metrobank
- stood below the industry average.
BDO, for its part, has a “weaker” asset quality- or more bad loans- compared to
its peers, explaining the lower BCA rating as against BPI’s and Metrobank’s.
Nevertheless, BDO kept its Ba1 rating for long-term foreign currency senior unsecured
debt, while Metrobank’s local currency subordinated debt rating was retained at Ba2. The
banks’ ratings are “in line” with the Philippines’ sovereign rating of Baa1, one notch
below investment grade with a positive outlook, and the high exposure of the banks to the
local market.
“BDO, BPI, Metrobank keep” ratings By Prinz P. Magtulis (The Philippine Star) Updated 04/28/13
Based on an article on www.banksphilippines.com, the top banks in the country
today were ranked according to its assets, deposits, loans, and capitals. The top three’s
competition was very close for they compete at the first three spots as always.
Top 10 Best Bank in the Philippines as to Assets (March 2014)
1. BDO – P 1,601.922,000,000 6. DBP – P 424.039,000,000

2. Metrobank P1,151.506,000,000 7. Chinabank – P387.860,000,000
3. BPI – P 994.527,000,000 8. Union Bank–P374.283,000,000
4. Landbank – P 873.735,000,000 9. Security Bank P368.095,000,000
5. PNB – P 565.855,000,000 10. RCBC – P 354.779,000,000
Top 10 Best Bank in the Philippines as to Deposits (March 2014)

1. BDO – P 1,301.732,000,000 6. Chinabank –P334.680,000,000
2. Matrobank –P911.722,000,000 7. Union Bank P306.696,000,000
3. BPI – P 800.520,000,000 8. DBP – P 245.079,000,000
4. Landbank –P733.779,000,000 9. RCBC – P 243.226,000,000
5. PNB – P 437.369,000,000 10. UCPB – P 216.993,000,000
Top 10 Best Bank in the Philippines as to Loans (March 2013)
1. BDO – P 737.419,000,000 6. Chinabank – P 166.454,000,000
2. Matrobank–P 421.914,000,000 7. RCBC – P 153.695,000,000
3. BPI – P 372.906,000,000 8. Citibank – P 145.032,000,000
4. Landbank – P272.982,000,000 9. DBP – P 137.877,000,000
5. PNB – P 229.824,000,000 10.Security Bank –P121.933,000,000
**This Loans Report excludes Interbank Loans Receivables and Net of General Loans
Loss Provisions
Top 10 Best Bank in the Philippines as to Capital (March 2013)

1. BDO – P 173.866,000,000 6. Union Bank –P48.229,000,000
2. Metrobank –P122.189,000,000 7. RCBC – P 47.644,000,000
3. BPI – P 100.231,000,000 8. Chinabank - P43.002,000,000
4. Landbank – P 91.260,000,000 9. DBP – P 42.929,000,000
5. PNB – P 80.105,000,000 10. Security Bank –P38.065,000,000
D. Operations Analysis
Retail banking is the banking that almost every reader will find most familiar.
Retail banking is the business of making consumer loans, mortgages and the like, taking
deposits and offering products such as checking accounts and CDs. Retail banking
generally requires significant investment in branch offices, as well as other customer
service points of contact, like ATMs and bank tellers. Retail banks frequently compete on
convenience, the accessibility of branches and ATMs for example, cost such as(interest
rates, and account service fees, or some combination of the two. Retail banks also attempt
to market multiple services to customers by encouraging customers who have a checking
account to also open a savings account, borrow through its mortgage loan office, transfer
retirement accounts, and so on.
Business banking is not altogether that different than consumer retail banking;
operations still revolve around collecting deposits, making loans and convincing
customers to use other fee-generating services. One of the primary differences is that
business customers tend to have somewhat more sophisticated demands from their banks,
often leaning on banks for assistance in managing their payables, receivables and other
treasury functions. Business banking also tends to be less demanding in terms of branch
networks and infrastructure, but more competitive in terms of rates and fees.
There is a shrinking number of independent financial institution that focuses
exclusively on private banking, as it is increasingly conducted as a department of a larger
bank. Private banking is a euphemism for banking and financial services offered to
wealthy customers, typically those with more than $1 million of net worth. In addition to
standard bank service offerings, like checking and savings accounts and safe deposit
boxes, private banks often offer a host of trust, tax and estate planning services. Perhaps
not surprisingly, the bank secrecy laws of countries like Switzerland have made them
attractive locations for conducting private banking.

BDO, BPI and Metrobank are the biggest commercial and universal banks in the
Philippines. Each one has its own strengths, so not one of the three, to mind, can
categorically claim that it's the most powerful bank in the country.
BPI, Metrobank and other banks, however, can't but agree that BDO has been the
fastest-growing bank since BDO was acquired from its original owners by the biggest
shopping mall operator in the country.
To ordinary people, however, the best banks are the ones that:
 offer various banking services for free or at low costs
 offer convenience to customers, such as a lot of branches, ATMs and longer
banking hours
 offer safe investment opportunities
 give back to the community
 contribute to the stability of the country's banking system
Because not one bank offers all the services, some usually have accounts in more
than one bank. These banks offer a lot of services, including Internet banking, investment
options and private and corporate banking, but in this research only part of those that
interest most of the consumers will be mentioned, or that are unique to one bank.
Price
Banks perform the service of safekeeping, managing, and balancing our funds for
a fee, or actually, several fees: the trust or management fee, custodian fee, audit fee, and
early redemption fee, just to name a few. A “price conscious” buyer of anything, unit
investment trust funds or UITF fees matter significantly. To simplify things, the two most
significant fees are the annual management fee and the early redemption fee, which will
have to be paid up in case one decide to sell his units before the minimum holding period
expires.
Below are the Banco de Oro (BDO), Bank of the Philippine Islands (BPI), and
Metrobank’s comparison in terms of minimum investment, fees, and minimum holding
period for the three UITF types mentioned above.
Money Market Fund
BDO BPI Metrobank

Minimum Investment 100,000 pesos 50,000 pesos 50,000 pesos
Minimum Additional 100,000 pesos 10,000 pesos 25,000 pesos
Management/Trust Fee 0.50% per year 0.75% per year 1.00% per year
Early Redemption Fee None 0.25% of original 50% of income
investment
Minimum Holding Period None 7 days 7 days
Balanced Fund
BDO BPI Metrobank
Early Redemption Fee 0.50% of original 0.50% of original 50% of income
investment investment
Minimum Holding Period 30 days 90 days 90 days
Equity Fund
BDO BPI Metrobank
Early Redemption Fee 1.00% of original 0.50% of original 50% of income
investment investment
Minimum Holding Period 30 days 90 days 90 days
Service Proof
BPI
BPI when comes to services has a lot of ATMs and branches, with 1,600 ATMs
spread out all over the country. It's also the only one that directly accepts peso bills for
deposit at several of its ATMs in Metro Manila without using an envelope and with the
ATM deposit instantly credited.
BPI also pioneered rural banking in the Philippines, as its countryside banking
operations preceded that of many other banks' rural banking operations by many years.
Today, it maintains a large rural branch network, with some branches dating back to the
Spanish or American colonial periods. Its branch network of 831 branches is by far the
largest branch network of any bank in the Philippines.
It gives back to the community:
*It holds the annual Search for 10 Outstanding Expat Pinoy Children.
*Its BPI Foundation runs:
 microfinance trainings in partnership with Ateneo de Manila University in major
cities
 Show Me, Teach Me, SME Empowering Entrepreneurs
 BPI-DOST Science Awards
 BPI College Scholarship program
 Climate Change Project
Awards:
 Best Bank in the Philippines 2009 from Global Finance
 Best Bank in the Philippines 2009 from Euromoney
 Best Bank in the Philippines 2009 from FinanceAsia

BDO
BDO's very competent and driven management; BDO will raise P10 billion of
Tier 2 capital, and boosting its capital adequacy ratio by 2 percent to 3 percent; With the
completion of the merger, BDOU will have a network of 733 branches and 1,200
automated teller machines. In line with that it has a longer banking hours to give service
not only to its customers but also to those doing interbank transactions. It is also open on
Saturdays, Sundays and most holidays (for branches located in SM malls).
Banco de Oro is a full-service universal bank. It provides products and services to
the retail and corporate markets including lending (corporate,middle market, SME, and
consumer), deposit-taking, foreign exchange, brokering, trust and investments, credit
cards, corporate cash management and remittances. Through its subsidiaries, the Bank
offers Leasing and Financing, Investment Banking, Private Banking, Bancassurance,
Insurance Brokerage and Stock Brokerage services.
BDO Foundation runs:
 partnership with Gawad Kalinga
 SME entrepreneurship program
*BDO's majority owner, the SM Group, runs the SM College Scholarship program.
Awards:
 Best Emerging Market Bank in the Philipines 2010 from Global Finance
 Best Bank in the Philippines 2010 from FinanceAsia
 Best Foreign Exchange Provider in the Philippines 2010 from Global Finance
Metrobank
This bank offers a Zero-Fee credit card -- Its M Free Mastercard is Forever Free
of annual fee. This is significant as most credit cards typically charge 1,400 pesos or
more for annual membership. The Metrobank Group has a combined network of over 800
local and international branches/offices, remittance offices and subsidiaries worldwide. It
has 557 domestic branches and 32 offices in New York, Hong Kong, Tokyo, Osaka,
Seoul, Pusan, Guam, Taipei, Kaohsiung, Madrid, Barcelona, Vienna, Rome, Bologna,
Milan, Singapore, Chicago, Hawaii, and Shanghai.
Metrobank Foundation runs the following:
 Search for Outstanding Teachers
 Metrobank Scholarship Program
 Outstanding Policement in Service
 Outstanding Philippines Soldiers
Awards:
 Best Bank in the Philippines 2010 from Euromoney
 Best Managed Company (Medium Cap) in the Philippines 2010 from AsiaMoney
 Best Domestic Bank in the Philippines 2010 from AsiaMoney
E. Technological Analysis
Banks are intensive users of both IT and financial technologies, and have a
wealth of data available that may be helpful for the general understanding of the effects
of technological change. The research suggests improvements in costs and lending

capacity due to improvements in “back-office” technologies, as well as consumer benefits
from improved “front-office” technologies.
Innovations in information processing, telecommunications, and related
technologies – known collectively as “information technology” or “IT” – are often
credited with helping fuel strong growth in the U.S. economy, although questions remain
about the relative importance of IT versus other factors. The extensive research on the
banking industry may help in the general understanding about the effects of technological
change. The category of Depository and Non-depository Financial Institutions – of which
banking is an integral part – is the most IT-intensive industry in the U.S. as measured by
the ratio of computer equipment and software to value added
Banks have been responding well to market innovations for greater banking
convenience. In recent years, electronic banking (e-banking) platforms have widely
evolved from automated teller machine (ATM) networks, internet banking, mobile phone
banking to the more sophisticated use of electronic money (e-money) instruments such as
cash/remittance cards and electronic wallet which are accessible via mobile phones or
other portable/smart devices such as tablets and mobile data packets. To keep pace with
changing market dynamics, banks have capitalized on the use of e-banking technology to
provide fast, efficient and reliable services to a broader customer base.
As of end-June 2013, banks with ATM network reached 74 (from 67 banks a year
ago). These banks were composed of 69 domestic banks and five foreign bank branches
and subsidiaries. In terms of year-on-year growth, off-site ATMs or stand-alone ATM
units outpaced the growth of on-site ATMs. As of end-June 2013, off-site ATMs grew by
20.5 percent to 5,405 units compared to on-site ATM’s growth of 12.9 percent to 7,724
units. This broadly indicated the growing usage of mobile ATMs as additional financial
access points that cater to various clienteles.
By banking group, universal and commercial banks continued to hold the lion’s
share of the entire ATM network at 86.0 percent (slightly down from 86.2 percent). The
remaining shares went to thrift banks at 11.9 percent (unchanged from year ago) and rural
and cooperative banks at 2.1 percent (up from 2.0 percent), respectively. The share of
foreign banks stood at only 1.1 percent (down from 1.2 percent).
Aside from ATMs, banks have effectively utilized other e-banking platforms. As
of end-June 2013, there were 62 banks (down from 63 banks a year ago) offering
electronic wallet, 29 banks (down from 30 banks a year ago) with cash/remittance card
products, 43 banks (up from 39 banks) with internet banking, 16 banks (unchanged)
offering phone banking (computer-based, non-mobile), 30 banks (up from 24 banks)
engaged in mobile banking, 13 banks (up from 12 banks) with proprietary services and
35 bank6 (unchanged) with hybrid mobile/internet via BancNet-MegaLink switch
banking services. It is important to note that banks’ e-banking activities are constantly
monitored and regulated by the BSP to ensure compliance with appropriate risk
management and internal control measures and by doing so, safeguard the protection of
consumers.
It’s a world where convenience and customization are the norm, and customers
come first. It’s about preference and presence and knowing what customers want, and
knowing exactly when and where to offer it to them. And in today’s world, customers are
loyal to experiences and not companies. The key challenges that face the financial sector
are how to combine all their channels in the most effective, and efficient way, while
ensuring that they provide their customers with a personalized and interactive experience
that engages them in more relevant and convenient ways.
The competing banks’ offered technologies:
BPI BDO Metrobank

 Automated Teller
 Automated Teller  Automated Teller
Machine or ATM
Machine or ATM Machine or ATM with
 Touch Screen
 Touch Screen computers voice activated computer
computers
 Mobile banking  Mobile banking
 Mobile banking
 Online transactions  Online transactions
 Online transactions
F. Financial Analysis
While there may be more than 700 banks in the Philippines, the six largest
accounts for more than 60% of total assets. Despite the fact that many lenders around the
world have taken a hit due to the global economic slowdown, most of the banks in the
Philippines are doing quite well, posting good numbers in 2011. Moreover, the country’s
banks are stable, with capital adequacy ratios (CARs) well above the required minimum
and plentiful liquidity. As ranked by assets, the following are currently the top three
largest banks in the country.
Bank of the Philippine Islands (BPI)
The oldest bank in the Philippines, celebrated its 160th anniversary in 2011, BPI
is owned by Ayala Corporation, the country’s largest conglomerate. The bank is the
third-biggest lender in terms of assets and reported year-to-date net income of around
P9.8bn ($222.5m) in September 2011. Major events for the bank in 2011 included the
completion of its acquisition of the trust and investment management business of ING
Bank Manila. As a result of this purchase, BPI has become the manager, advisor and
administrator of 32 investment funds. The lender has the largest branch network in the
country. As of December 2013, BPI has 814 branches across the country, including 66
kiosks and nine overseas branches. While BPI's ATM network, known as the ExpressNet,
has a total of 2,507 terminals servicing customers nationwide. About 1 million of its
depositors are overseas Filipino workers.
Banco de Oro Unibank (BDO)
As of September 2011 BDO, a full-service universal bank and a member of the
San Miguel (SM) Group, one of the largest conglomerates in the Philippines, was the
country’s largest bank in terms of total resources, customer loans, total deposits and
assets under management. The bank has risen to the top in part due to its merger with
another lender, Equitable PCI Bank, in 2006. BDO reported net income of P7.6B
($172.5m) for the first nine months of 2011, up 19% from the P6.4B ($145.3m) it earned
for that period in 2010.
BDO’s lending operations posted above-industry growth rates, with gross
customer loans increasing by 24% to P620.8bn ($14.1bn) in the first three quarters,
compared to a 19% industry average.
The bank also reported that total deposits increased 15% to P820.6bn ($18.6bn)
on the back of low-cost deposits generated from an expanded branch network. According
to a company statement in November 2011, despite these positive results for the first nine
months of 2011, the bank will maintain a cautious stance in 2012 due in part to the
economic conditions in the EU and US.

In a bid to increase the bank’s CAR to cope with any rise in loan demand, in
October 2011 BDO sold P6.5bn ($147.6m) worth of debt notes qualifying as Tier 2,
meaning supplementary capital, completing its P15bn ($340.5bn) Tier 2 capital build-up
programme. In a press release, BDO said that this issuance would “supplement the bank’s
capital position and support its business expansion plans”.
As of December 2013, BDO has a total of more than 814 operating domestic
branches, 2,263 ATMs, and 12 Cash Accept Machines nationwide plus a branch in Hong
Kong.
Metropolitan Bank (Metrobank)
Metrobank, which was founded in 1962, is the country’s second-largest bank in
terms of assets. Metrobank ended the third quarter of 2011 with total assets of P916.1bn
($20.8bn), and retained the top spot in terms of equity at P104.2bn ($2.4bn), according to
a company statement. The bank reported consolidated net income of P8.9bn ($202m) for
the first nine months of 2011, representing a 47.6% increase over the P6bn ($136.2m)
earned for the same period in 2010. As a result, annualised return on average equity
improved from 10% to 12.3%.
For the third quarter alone, net income grew 52.8% to P2.8bn ($63.6m), from the
P1.8bn ($40.9m) earned in the same quarter in 2010. The bank reported that despite
competitive pressures, the net interest margin showed a slight improvement from 2010,
thanks to the 14.8% expansion seen in loans and receivables to P432.8bn ($9.8bn),
coupled with migration towards a more favourable mixture of deposits.
Metrobank has built up a large consolidated network of over 1400 ATMs, more
than 760 domestic branches and 38 foreign branches, subsidiaries and representative
offices. The lender has been expanding internationally and plans to continue to set up
operations overseas. In 2010 Metrobank inaugurated its wholly owned subsidiary,
Metropolitan Bank China, which is located in Nanjing.
Metrobank ended 2013 with 632 branches with selected branches in Metro Manila
and the countryside relocated to maximize visibility and greater reach to its clients. The
Company also deployed a total of 1,385 automated teller machines in strategic locations
nationwide. Remittance centers, Metrophone, Mobile Banking, Metrobankdirect, and Tax
direct facility were also continuously upgraded to help MB remain in a strong position as
well as to retain its leadership.

Chapter 4
Company Analysis
This chapter discusses the history and how the company was formed. This
research helps the reader to understand, to know and to appreciate the efforts of
individual in preparing their own company. This company analysis provides information
that keeps the company’s foundation as a growing company in that industry.
A. History
The bank of the Philippine Islands is a commercial bank with an expanded
banking license. Together with its subsidiaries BPI offers corporate banking, consumer
banking and lending, investment banking, asset management, securities distribution,
insurance services, leasing and foreign exchange. These services are offered to a wide
range of customers, from multinational corporations, government agencies, large
corporations, small-and-medium sized enterprises (SMEs) and individuals.
For many years after its founding, BPI was only the domestic commercial bank in
the Philippines. Its business was largely focused on taking deposits, extending credits to
exporters and traders of raw materials and commodities, and funding public
infrastructure. Its business grew as the country rose in prominence as an agricultural
exporter.
In the early 1980s, the Monetary Board of the Central Bank of the Philippines
(now Banko Sentral ng Pilipinas) allowed BPI to evolve into fully diversified universal
bank, to offer investment and consumer banking services in addition to tradition
commercial banking activities. This transformation into a universal bank was
accomplished through both organic growth and mergers and acquisitions.

Today, BPI is not only known as the oldest bank in the Philippines – and indeed
in the Southeast Asia – but it is also acknowledged leader in Philippine banking with total
assets of Php 1.2 trillion, market capitalization of Php 302.5 billion, and a 2013 full-year
net income of Php 18.8 billion.
In January 2014, the bank successfully raised Php 25 billion in a stock right
offering, in what is to-date the largest capital markets transaction in its 162-year history.
On October 12, 1971, Bank of the Philippine Islands has been enlisted in the
Philippine Stock Exchange issuing common stocks to the public and carrying the symbol
‘BPI’ in which it is very popular.
The Old BPI Logo used until 2008
The New BPI Logo 2008-present
The new BPI color

The new BPI logo stands out in the new color. The red from the old signage is
chosen for its vibrancy. Also, it is emphasized to further distinguish it from other major
competitors whose primary color is blue.
The new BPI font
BPI chose a new font to rejuvenate its identity. DAX is chosen for it’s more
modern and classic look, which updates BPI but retains its authoritative expertise.
B. Ownership
Shareholdings Structure
BPI’s Ownership Structure as of June 30, 2014:
PCD Nominee Corp. (Non-Filipino & Filipino) 35.0994%

Ayala Corp. 21.8512%
Ayala DBS Holdings Inc. 21.3176%
AC International Finance Limited 8.6999%
Roman Catholic Archbishop of Manila 7.6620%
Others 5.3699%
TOTAL 100%
C. Management Structure
BPI Senior Management REMO, MARIA CORAZON S.

As of June 30, 2014 SANTIANO, ANGELA C.
TAGAZA, MANUEL C.
President TECSON, JUDY K.
CONSING, CEZAR P. VELOSO, ROLAND GERARD JR. R.
VER, HEIDI P.
Executive Vice Presidents YNGENTE, SYLVIA P.
ALEJO, NATIVIDAD N. YU, ROY EMIL S.
GOTUACO, JOSEPH ALBERT L.
PANER, ANTONIO V. Vice Presidents
SALCEDO, ALFONSO L ALBERTO, ALBERT I.
ALDEGUER, NESTOR S.
Senior Vice Presidents ALVIAR, JOCELYN C.
ALONSO, JOSEPH ANTHONY M. AMADO, FRANCES S.
ANG, OLGA S. ANICETO, HOMER L.
BIACORA, ESTELITO C. ARCEO, HENRY C.
CALLEJA, MICHAEL D. AYSON, REMARIE SUZETTE A.
CASTRO, REYMUNDO S. BABLES, DANIEL S.
CORCUERA, FIDELINA A. BANDERA, RUTH B.
DEL MUNDO, ANICETA P. BASA, NIEVES J.
DIMAYUGA, RAUL D. BAUTISTA, ROBERTO O.
GARCIA, PAUL JOSEPH M. BEDNAR, MARIA CONCEPCION A.
GO, MA CRISTINA L. BENEDICTO, ROSARIO J.
GUZMAN, MA CORAZON G. BIASON, MA NANETTE A.
JAVIER, MARIA THERESA M. BUENO, IRENE R.
KING, ANGELIE O. CASTILLO, MA. JUDITH L.
LOPEZ, MARIE CHRISTINE O. CEBRERO, JAENA A.
MADRILEJO, EDGARDO O. CERVANTES, MIGUEL P.
MARANAN, FLORENDO G. CHUA, SMITH L.
MARQUEZ, PILAR BERNADETTE C. CHUIDIAN, TOMAS S.
MERCADO, EUGENIO P. CRISOSTOMO, MARIA ROSARIO F.
MIRANDA, MARIO T. CRUZ, MA LUISA L.
OCAMPO, MARIE JOSEPHINE M. CRUZ, NAPOLEON I.
OPULENCIA, RAMON G. CRUZ, ROSEMARIE B.
DAVID, DENNIS S. LIMKETEE, AILEEN BERYL A.
DAYRIT, ARLENE S. LUALHATI, GENARO N.
DE GUZMAN, IVY MARIA E. LUDOVICE, IRMINGARDO O.
DE JESUS, MARIE JOAN SOCORRO J. LUKBAN, MARIA CONSUELO A.
DE PERALTA, YVETTE MARI V. LUSTRE, FRANCISCA ANN M.
DE VERA, JOSE M. MABIASEN, RODOLFO K.
DELA PAZ, CECILE CATHERINE A. MAGPANTAY, GERARDO E.
DIAZ, ODETTE S. MANALO, SUSANA M.
DIOMAMPO, IRENE A. MARAMAG, ANGELA PILAR B.
DULAY, MELINDA V. MARCOS, NOELITO C.
DYTOC, BRENNO C. MARQUEZ, MA. CARMINA T.
EALA, JO ANN B. MENDIOLA, NICANOR A.
ENRILE, ROBERTO MARTIN S. MINGLANA, JEROME B.
ERGUIZA, SUSAN L. MIRANDA, MELVIN M.
ESCOLAR, RICHMOND EZER O. MONTELIBANO, MA LOURDES B.
ESPIRITU, RUBEN ENRIQUE A. MUNOZ, BARBARA S.
EVARISTO, MARIO GERARDO Z. NARBONETA, ELFRIDA S.
FERNANDEZ, JOSEPHINE F. NARCISO, MA CONCEPCION Q.
FERNANDEZ, RINALDO H. NAVARRETE, ARMANDO T.
FLORENTINO, MARIA ANGELICA G. OLIVA, ARNOLD E.
GALVEZ, ROBERTO E. PARUNGAO, JOSEPH
GANGOSO, JESUSA CAMILA V. PHILIPANTHONY S.
GARCIA, MARIA PAZ A. PERALTA, RONALDO FRANCISCO B.
GARCIA, SANTIAGO L. PERTIERRA, RAFAEL J.
GATUSLAO, CARLO CARMELO S. PINEDA, DONARBER N.
GAYARES, MARITA SOCORRO D. RAMIREZ, MARIA SOCORRO D.
GAYOS, ROSA MARIA L. RARELA, GERARDO I.
GO, NOEMI G. RICARDO, VICTORIA MARIE G.
GOMEZ, JESUS ANGELO O. SALVAN, JOSE ESTEBAN J.
GONZALEZ, FLORENTINO T. SAN DIEGO, MA CRISTINA L.
GOZAR, CARMENCITA LILIA B. SANGCO, JOSE MARTIN S.
GUEVARA, JENNY C. SANTAMARIA, MARY CATHERINE
GUZMAN, BEATRICE MARIE R. ELIZABETH P.
IBARRA JR, LUIS D. SANTOS, ANDRE ANGELO S.
JALANDONI, CARLOS A. SANTOS, ENRICO A.
JAVIER, MA CRISTINA U. SANTOS, STEPHEN O.
JEREZA, JOSE RAUL E. SEVERINO, RUBY ROSARIO J.
JIMENEZ, EDGARDO R. SEVILLA, CHRISTMAS G.
KATIGBAK, MARIAN T. SILVA, ELISA M.
KAWPENG, MARIJOY Y. SINGIAN, JENNIFER GAYLE P.
KHO, AILEN C. SISON, ANA MARIA C.
KIMSENG, DANILO L. SORIANO, MA DINA F.
LAMASUTA, AILEEN S. STA ANA, ANA LIZA C.
LAZA, CONRADO E. SUMAGPANG, SYLVIA P.
LEONG, MARIA ANTONIA O. TACO, ELIZA MAY T.
LIM, MARIA TERESA ANNA K. TADIQUE, ROMMEL D.
LIM, ROSELLER B. TAN, ARTHUR NOEL S.
TANCHOCO, CECILIA P. UNTALAN, BARBARA ANN C.
YSMAEL, PAUL RODERICK A.
D. Organizational Structure
BPI Board of Directors for the Term 2014-2015
(As of April 10, 2014 BPI Annual Stockholders' meeting)
Members of the Board of Directors
1. Mr. Jaime Augusto Zobel de Ayala II

2. Mr. Fernando Zobel de Ayala
3. Mr. Cezar P. Consing
4. Ms. Vivian Que Azcona
5. Mr. Romeo L. Bernardo
6. Mr. Octavio V. Espiritu
7. Ms. Rebecca G. Fernando
8. Mr. Xavier P. Loinaz
9. Mr. Aurelio R. Montinola III
10. Ms. Mercedita S. Nolledo
11. Chief Justice Artemio V. Panganiban
12. Mr. Antonio Jose U. Periquet
13. Mr. Oscar S. Reyes
14. Dr. Astrid S. Tuminez
15. Ms. Ma. Dolores B. Yuvienco
INDEPENDENT DIRECTORS
1. Mr. Romeo L. Bernardo

2. Mr. Octavio V. Espiritu
3. Mr. Xavier P. Loinaz
4. CJ Artemio V. Panganiban
5. Mr. Antonio Jose U. Periquet
6. Dr. Astrid S. Tuminez
E. Human Resource
Individual talent and collective strength from the lifeblood of the Bank’s human
resource, BPI in 2013 enjoyed another landmark year with the introduction of many
product and services innovation, thanks in no small part to the skills, commitment and
drive of BPI’s 13,000-strong organization, fueled by the Bank’s many employee
engagement and talent management programs.
The Bank has, in fact, exceeded the Global Financial Institutions benchmark for
Employee Engagement of the Asian Banking and Finance Awards, garnering an overall
score of 82% and showing strength in three main engagement drivers; career
development and opportunities, goal clarity, and leadership. Coming from this milestone,
the Bank introduced more initiatives to boost competency development among its
officers and staffs; worked to accelerate promotions; and identified the right metrics to
better align human resource measures with corporate strategy.
Moreover, it is introduced a number of employee engagement efforts to sustain or
further boost employee commitment. On the year 2013, the Bank has updated their
headcount to 13,024 from 11,090 last 2012 wherein 70% of the population is compose of
females with a number of 9,150 and the rest 30% of the population is composed of males
with a number of 3,874. Of the 1,934 employees hired during the previous year, majority
were female with a count of 1,330 and below 30 years old with a number of 1,771 (mixed
male and female). Most of the hiring happened in Luzon.
Recruitment and training efforts were geared towards strengthening the sales and
service orientation of the organization. To augment the current sales force of the Bank, a
core group of marketing specialists were hired and underwent the Sales Management
Training Program. Financial advisory courses aimed at enhancing the investment
management and financial consultancy skills of frontline personnel were continuously
conducted. For the senior executives, a pioneering online Leadership Development
Program in partnership with the Harvard Business School was launched to further
develop core leadership competencies. The Program allowed the participants to access
the Harvard Business School cases and Harvard Business Review articles online. Weekly
case discussions were facilitated by Harvard alumni from BPI and other Ayala
companies. As part of the ‘WOW the Customers’ campaign, all branch personnel
underwent training on the service attributes to ensure consistent delivery of service across
branches. This was complemented by the ‘Expect More Smiles’ program earlier
discussed in Branch Banking. The feedback obtained from this program allowed frontline
personnel to further improve their manner of conduct during face to face situations with
clients.
In partnership with the World Wildlife Fund, the Bank implemented an
environmental program, the BPI I-GIVE Program (I Get Involved, I Volunteer for the
Environment), to involve the whole organization in the global efforts to save the
environment. Campaigns were launched to promote energy, paper, and water
consumption reduction. Carpooling was encouraged among the employees.
The Bank remained committed at nurturing the organization and sustaining
an effective workforce by providing more performance based rewards and incentives,
strengthening career development, and instilling a culture of employee volunteerism and
social responsibility especially during times of natural calamities and disasters.
F. Mission Statement
WE BELIEVE in the central role that private enterprise plays in economic
development.
WE BELIEVE that our corporate mission is to be the leading private financial
institution in the Philippines in terms of professional competence, service quality,
responsible corporate citizenry, and overall growth and stability; and to be an established
ASEAN financial institution with a creditable worldwide outreach.
G. Vision Statement
WE BELIEVE that we have a responsibility to manage the business for the
maximum benefit of our customers while adopting the highest standard of integrity; to
offer the widest possible range of financial services that is responsive to their needs; and
to adopt an objective attitude towards change and innovation, ever mindful of improving
service quality and operating efficiency.
WE BELIEVE that we have a responsibility to develop the potential of our
employees to the fullest by providing an environment conducive to their personal and
professional growth; and to foster a value system held in common throughout the
institution in order that we may all share a coherent sense of purpose and direction.
WE BELIEVE that we have a responsibility to attain, over time and within
exacting standards of prudent management, the highest possible return on the investment
of our shareholders.
H. Company Objectives
It is BPI’s objective is to help Filipinos achieve their financial objectives by
helping them make more intelligent and informed financial decisions. In a nutshell, we
want to help them change the way they think about money, so that they can get the best
out of life. Hence, in March 2014 they adopted a new slogan: “Make the Best Happen”.
As a good corporate citizen, we want to make the best happen for all our
constituencies. BPI Foundation, which focuses on entrepreneurship, education and the
environment, is a very important part of what they stand for. The Foundation works to
encourage entrepreneurships amongst families of Overseas Filipino Workers.

BPI Foundation is built:
» To contribute towards the uplift of the quality of Philippine education in identified
areas in need of development;

» To support programs that provide opportunities for expansion of microenterprises
and small and medium enterprises (SMEs), generation of employment and livelihood

opportunities;
» To catalyze programs for the delivery of basic social services in its communities; and
»
To contribute towards the renewal and enhancement of societal values.
I. Strategies
The Bank’s are planning for the best of its operation and to continue building
good rapport with its clients by:
 Infusing energy into an established brand, the Expect More Campaign effectively
revitalizes BPI as a brand. It threads the look, tone and intentions of BPI’s range of
products and services, achieving a more cohesive and strengthened impact.
 New look of BPI Branches and improved ATMs to give more convenience to
every consumer.
 In 2013, our ATM network grew by 21%, for a total of 2,181 ATMs and 326 cash
deposit machines.
 In March 2013, BPI Family Savings Bank launched its first credit card, in
response to the strong consumer demand for a low-rate, no-frills alternative to cash.
 An eDonations facility was introduced to make it easy for our customers to
provide assistance to victims of typhoons and other calamities via different
foundations and charitable organizations.
 An important strategy we adopted towards client acquisition was our “My Branch,
My Store” program, tasking each and every retail/branch manager to treat his branch
as his own business, challenging him to understand his customers’ needs better.
 In turn, BPI meets this challenge by now designing and packaging its products
and services with a more factor, an additional feature that gives the market more.
J. Market Analysis
The bank adopted the slogan “Let’s make it easy”, in May 2010. This slogan
spoke of the need in the country, in a country where 78.5% of the population is
unbanked, to make banking more accessible. In the four years since they have adopted
the slogan, they have made the every effort to be true to it. Since then, they have grown
their client base by 68%, or 2.7 million and now serving 6.7 million clients during the
year 2013. A small but growing number of clients bank with BPI Globe BanKo, the
micro lending joint venture between BPI, Globe Telecom and Ayala Corporation.
Expanding the ways by which clients can bank with us has been a key driver of
growth in our client base. Since it introduced automated teller machines to the Philippines
in 1983, BPI has been at the forefront of banking via electronic channels—online
banking, mobile banking, phone banking. Today, a significant proportion of their clients
are enrolled in at least one of their electronic channels, and those enrolled are active users
of these channels. When one adds transactions executed via their online, mobile and
phone banking applications to transactions executed via their automated teller and cash
acceptance machines, almost 70% of the Bank’s 270 million transactions are now
electronically. In contrast, transactions executed “traditionally” via a branch teller now
account for 30% of the Bank’s transactions. Growth in electronic channel usage has
allowed our front-line personnel to devote more time to identifying and meeting their
clients’ financial needs. Higher and more robust transaction volumes should follow.
In 2013, the Bank’s total deposits increased by 23% at Php 989 billion, from
previous year’s Php 802 billion. Total deposits include savings and current accounts. The
Bank’s financial performance in 2013 is built on the strength of its wide range of retail,
commercial and corporate banking products and services tailored to the needs of its
customers, offered through the Bank’s various business segments and channels.
1. Products & Services

2. Prices
a. Deposit Rates - Savings and Checking

Type of Deposit Required Initial Required Required Daily Interest Rate3
Account Deposit Minimum Balance2 to Earn (Per Annum)
Monthly ADB1 Interest
Peso Savings Account
Jumpstart Savings Php 100 Php 1,000** Php 2,000 0.250%
Easy Saver Php 200 N.A. Php 1,000 0.250%
Express Teller Savings Php 500 Php 3,000 Php 5,000 0.250%
Passbook Savings Php 10,000 Php 10,000 Php 25,000 0.250%
BPI Advance Savings Php 100,000 Php 100,000 Php 100,000 Less than Php 100,000 N.A.
Account with 100,000 - 999,999 0.750%
Passbook
1M and above 1.500%
Maxi-Saver4Savings Php 50,000 Php 50,000 Php 50,000 Less than Php 50,000 N.A.
with ATM 50,000 - 499,999 0.250%
500,000 - 999,999 0.375%
1M and above 1.000%
With 0.5% BONUS p.a. if no withdrawal within a
month
with Passbook 75,000 - 499,999 0.250%
500,000 - 999,999 0.375%
1M and above 1.000%
month
with Passbook 250,000 - 499,999 0.250%
(Corporate)
500,000 - 999,999 0.375%
1M and above 0.500%
month
Get Started Savings Account with Life Insurance
o ATM Php 25,000 Php 25,000 Php 25,000 0.250%
o Passbook Php 75,000 Php 75,000 Php 75,000 0.250%
BPI Save-Up N.A. Php 1,000 Php 5,000 0.250%
Automatic Savings +
Insurance
BPI Save-Up High N.A. Php 1,000 Php 5,000 Php 5,000 - 49,999 0.250%
Automatic Savings 50,000 - 499,999 0.500%
500,000 and above 0.625%
Peso Checking Account
Express Teller Php 10,000 Php 10,000 N.A. N.A.
Checking
Business Checking Php 10,000 Php 10,000 N.A. N.A.
Ka-Negosyo CA with Php 10,000 Php 10,000 Php 50,000 0.250%
ATM and Statement
Statement
Passbook
Maxi-One with Statement
If daily balance is:
o Individual Php 25,000 Php 25,000 Php 25,000 Php 25,000 - 999,999 0.250%
o Corporate Php 50,000 Php 50,000 Php 25,000 1,000,000 and above 0.350%
Maxi-One with Passbook
Dollar Account
Express Dollar $ 500 $ 500 $ 500 0.250%
Savings
Dollar Savings with $ 500 $ 500 $ 500 0.250%
Passbook
Third Currency Savings Account*
AUD -Australian AUD 500 AUD 500 AUD 500 1.25%
Dollar Passbook
Savings
CAD -Canadian CAD 500 CAD 500 CAD 500 0.250%
Dollar Passbook
Savings
CHF-Swiss Franc CHF 500 CHF 500 N.A. N.A.
Passbook Savings
CNY/RMB – CNY/RMB 3,500 CNY/RMB 3,500 CNY/RMB 3,500 0.100%
Chinese Yuan
Passbook Savings
EUR- Euro EUR 500 EUR 500 EUR 500 0.025%
Passbook Savings
GBP –British GBP 500 GBP 500 GBP 500 0.250%
Pound Passbook
Savings
HKD - Hong Kong HKD 500 HKD 500 HKD 500 0.050%
Dollar Passbook
Savings
JPY- Japanese Yen JPY 50,000 JPY 50,000 N.A. N.A.
Passbook Savings

BPI Family Savings Bank

Type of Deposit Required Initial Required Required Daily Interest Rate3
Account Deposit Minimum Balance2 to Earn (Per Annum)
Monthly ADB1 Interest
Jumpstart Savings Php 100 Php 500** Php 1,000 0.500%
Easy Saver Php 200 N.A. Php 1,000 0.500%
Express Teller Savings Php 500 Php 1,000 Php 3,000 0.500%
Passbook Savings Php 10,000 Php 10,000 Php 25,000 0.500%
BPI Advance Savings Php 100,000 Php 100,000 Php 100,000 Less than Php 100,000 N.A.
Account with 100,000 -999,999 1.000%
Passbook
1M and above 1.750%
with ATM 25,000 - 499,999 0.500%
500,000 - 999,999 0.625%
1M and above 1.250%
month
with Passbook 50,000 - 499,999 0.500%
500,000 - 999,999 0.625%
1M and above 1.250%
month
with Passbook 150,000 - 499,999 0.500%
(Corporate)
500,000 - 999,999 0.625%
1M and above 0.750%
month
Get Started Savings Account with Life Insurance
o ATM Php 5,000 Php 5,000 Php 10,000 0.500%
o Passbook Php 50,000 Php 50,000 Php 50,000 0.500%
BFSB Save-Up N.A. Php 1,000 Php 3,000 0.500%
Automatic Savings +
Insurance
BFSB Save-Up N.A. Php 1,000 Php 3,000 Php 3,000 - 49,999 0.500%
Automatic High 50,000 - 499,999 0.750%
Savings
500,000 and above 0.875%
Express Teller Php 5,000 Php 5,000 N.A. N.A.
Checking
Regular Checking Php 10,000 Php 10,000 N.A. N.A.
ATM and Statement
Statement
Passbook
Maxi-One with Statement
Maxi-One with Passbook
Dollar Account
Get Started Savings $ 1,000 $ 1,000 $ 1,000 0.125%
Account with Life
Insurance
Dollar Savings with $ 500 $ 500 $ 500 0.250%
Passbook

BPI Direct Savings Bank

Type of Deposit Required Initial Required Minimum Required Daily Interest Rate3
Account Deposit Monthly ADB1 Balance2 to Earn (Per Annum)
Interest
BPInoy Savings N.A. N.A. Php 500 0.500%
(For as long as there is a
remittance transaction at
least once every three
months)
BPI Direct Express Php 500 Php 500 Php 500 0.500%
Teller Savings
BPI Direct Stock Trade Php 500 Php 500 Php 500 0.500%
Account
BPI Direct N.A. Php 1,000 Php 1,000 0.500%
Save-Up Automatic
Savings + Insurance
with ATM 25,000 - 499,999 0.500%
500,000 - 999,999 0.625%
1M and above 1.250%
With 0.5% p.a. BONUS if no withdrawal
within a month
BPI Direct Maxi-One Php 25,000 Php 25,000 Php 25,000 0.500%
Checking

b. Corporate Deposit Rates – Savings and Checking
Required Required Daily

Type of Deposit Required
Minimum Balance2 to Interest Rate3 (Per Annum)
Account Initial Deposit
Monthly ADB1 Earn Interest
Passbook
Php 10,000 Php 10,000 Php 25,000 0.250%
Savings
Maxi- If daily balance is:
Saver4Savings Php 250,000 Php 250,000 Php 250,000 Less than Php 250,000 N.A.
with Passbook
Php 250,000 - Php 499,999 0.250%
Php 500,000 - Php 999,999 0.375%
Php 1,000,000 and above 0.500%
*With 0.5% BONUS p.a. if no withdrawal in a month
Foreign Currency Savings Account*
USD – US Dollar
Passbook USD 500 USD 500 USD 500 0.250%
Savings
AUD -
Australian
AUD 500 AUD 500 AUD 500 1.250%
Dollar Passbook
Savings
CAD -Canadian
Dollar Passbook CAD 500 CAD 500 CAD 500 0.250%
Savings
CHF-Swiss
Franc Passbook CHF 500 CHF 500 N.A. N.A.
Savings
CNY/RMB –
Chinese Yuan CNY/RMB CNY/RMB CNY/RMB
0.100%
Passbook 3,500 3,500 3,500
Savings
EUR- Euro
Passbook EUR 500 EUR 500 EUR 500 0.025%
Savings
GBP –British
Pound Passbook GBP 500 GBP 500 GBP 500 0.250%
Savings
HKD - Hong
Kong Dollar
HKD 500 HKD 500 HKD 500 0.050%
Passbook
Savings
JPY- Japanese
Yen Passbook JPY 50,000 JPY 50,000 N.A. N.A.
Savings
*For Third Currency deposit products, visit any of the 50 accredited BPI branches. View List of BPI branches offering Third Currencies.
Business
Php 10,000 Php 10,000 N.A. N.A.
Checking
Maxi-One with Php 25,000 - Php 999,999 0.250%
Php 50,000 Php 50,000 Php 25,000
Statement Php 1,000,000 and above 0.350%
Php 500,000 Php 500,000 Php 25,000
Passbook Php 1,000,000 and above 0.350%
Ka-Negosyo CA
Php 10,000 Php 10,000 Php 50,000 0.250%
with Statement
Ka-Negosyo CA
Php 25,000 Php 25,000 Php 100,000 0.250%
with Passbook
Required Required Daily

Type of Deposit Required Initial
Minimum Balance2 to Interest Rate3 (Per Annum)
Account Deposit
Monthly ADB1 Earn Interest
Passbook
Php 10,000 Php 10,000 Php 25,000 0.500%
Savings
Maxi- If daily balance is:
Saver4Savings Php 150,000 Php 150,000 Php 150,000 Less than Php 150,000 N.A.
with Passbook
Php 150,000 - Php499,999 0.500%
Php 500,000 - Php999,999 0.625%
Php 1,000,000 and above 0.750%
*With 0.5% BONUS p.a. if no withdrawal in a month
Dollar Savings Account

USD – US Dollar
Passbook USD 500 USD 500 USD 500 0.250%
Savings
Business
Php 10,000 Php 10,000 N.A. N.A.
Checking
Php 50,000 Php 50,000 Php 25,000
Statement Php 1,000,000 and above 0.700%
Php 500,000 Php 500,000 Php 25,000
Passbook Php 1,000,000 and above 0.700%
Ka-Negosyo CA
Php 10,000 Php 10,000 Php 50,000 0.500%
with Statement
Ka-Negosyo CA
Php 25,000 Php 25,000 Php 100,000 0.500%
with Passbook
c. Time Deposit Rates (per annum)
Regular Time Deposit (Peso)

For the Period: September 23 - September 29, 2014
Amount 35 63 91 182 364
Days Days Days Days Days
1K to less than 10K
10K to less than 50K
50K to less than 100K 0.50000 0.50000 0.50000 0.75000 0.75000
100K to less than 500K 0.62500 0.62500 0.62500 0.87500 0.87500
500K to less than 1 MM 0.62500 0.62500 0.62500 0.87500 0.87500
1 MM to less than 5 MM 0.75000 0.75000 0.75000 1.00000 1.00000
5 MM and up 0.87500 0.87500 0.87500 1.12500 1.12500

Amount 35 63 91 182 364
1K to less than 10K
50K to less than 100K 0.75000 0.75000 0.75000 1.00000 1.00000
100K to less than 500K 0.87500 0.87500 0.87500 1.12500 1.12500
500K to less than 1 MM 0.87500 0.87500 0.87500 1.12500 1.12500
1 MM to less than 5 MM 1.00000 1.00000 1.00000 1.25000 1.25000
5 MM and up 1.12500 1.12500 1.12500 1.37500 1.37500
BFB Cash-A-Month
Amount Rate
50K - < 200K 0.000%
200K - < 500K 0.125%
500K - < 1.0M 0.250%
1.0M - < 5.00M 0.375%
5.0M - up 0.500%
Plan Ahead
Amount Interest Payment Option
Monthly End of Term
% %
100K - up 3.000% %

US Dollar Time Deposit Rates
Amount 35 63 91 182 364
1K to less than 50K 0.3750 0.3750 0.5000 0.6250 0.7500
50K to less than 100K 0.5000 0.5000 0.6250 0.7500 0.8750
100K and above 0.6250 0.6250 0.7500 0.8750 1.0000
Auto Renew BPI Multi-Currency Time Deposit*

For the period: September, 2014
Australian Dollar (AUD)

Amount 35 63 91 182
Days Days Days Days
1K to less than 10K 2.0000 2.0000 2.0000 2.0000
10K to less than 50k 2.1250 2.1250 2.1250 2.1250
50K to less than 100K 2.2500 2.2500 2.2500 2.2500
100K and above 2.3750 2.3750 2.3750 2.3750

British Pound (GBP)
Amount 35 63 91 182
Days Days Days Days
1K to less than 10K 0.2500 0.2500 0.3750 0.5000
10K to less than 50k 0.3750 0.3750 0.5000 0.6250
50K to less than 100K 0.5000 0.5000 0.6250 0.7500
100K and above 0.6250 0.6250 0.7500 0.8750

Canadian Dollar (CAD)
Amount 35 63 91 182
Days Days Days Days
1K to less than 10K 0.5000 0.6000 0.6500 0.7000
10K to less than 50k 0.6250 0.7000 0.7500 0.8000
50K to less than 100K 0.7500 0.8000 0.8500 0.9000
100K and above 0.8750 0.9250 0.9500 1.0000
Euro (EUR)
Amount 35 63 91 182
Days Days Days Days
1K to less than 10K
10K to less than 50k
100K and above 0.0500 0.1000 0.1000 0.1500

Hong Kong Dollar (HKD)
Amount 35 63 91 182
Days Days Days Days
1K to less than 10K 0.0625 0.1000 0.2000 0.2500
10K to less than 50k 0.0625 0.1050 0.2500 0.3000
50K to less than 100K 0.1000 0.1550 0.3000 0.3500
100K and above 0.1500 0.2550 0.3500 0.4000

Japanese Yen (JPY)

Amount 35 63 91 182
Days Days Days Days
1K to less than 10K 0.0000 0.0000 0.0000 0.0000
10K to less than 50k 0.0000 0.0000 0.0000 0.0000
50K to less than 100K 0.0000 0.0000 0.0000 0.0000
100K and above

Swiss Franc (CHF)
Amount 35 63 91 182
Days Days Days Days
1K to less than 10K 0.0000 0.0000 0.0000 0.1250
10K to less than 50k 0.0000 0.0000 0.1250 0.1562
50K to less than 100K 0.0000 0.1250 0.1562 0.1875
100K and above 0.1250 0.1562 0.1875 0.2187
Bank Service Fees
Particulars Service Charge

Monthly Service Charge for Falling Below the Required ADB1
- Maxi-One with Passbook PHP 500.00
- Other Peso Deposit Accounts PHP 300.00
- Dollar Savings Accounts USD 5.00
- Third Currency Passbook Savings Accounts AUD 8.00
CAD 7.00
CHF 7.00
EUR 4.50
GBP 3.50
JPY 600.00
CNY 35.00
Monthly Dormancy Charge2
- Peso Deposit Accounts PHP 200.00
- Dollar Deposit Accounts USD 5.00
- Third Currency Passbook Savings Accounts AUD 8.00
CAD 7.00
CHF 7.00
EUR 4.50
GBP 3.50
JPY 600.00
CNY 35.00
Fee for Closing within 1 Month from Date of Opening
- Third Currency Passbook Savings Accounts USD 15.00 equivalent
Service Charge per Excess Withdrawal
- Jumpstart Account (4 free withdrawals per month) 3 PHP 10.00
- Platinum Savings (no longer offered) PHP 50.00
- Multi-earner (no longer offered) PHP 25.00
ATM Transactions
- Balance inquiry at other Expressnet member banks, Megalink or Bancnet ATMs PHP 1.50
- Withdrawals at other Expressnet member banks, Megalink or Bancnet ATMs PHP 15.00
Foreign Transactions via Cirrus ATMs
- Withdrawals of USD 175.00 and below USD 3.50
- Withdrawals above USD 175.00 2% of withdrawn amount
- Balance Inquiries USD 1.00
- Denials USD 0.50
Note: Some ATMs abroad charge an additional access fee. Fees are displayed on the ATM screen at the time of transaction.
Over-the-Counter Withdrawal for ATM-based Accounts PHP 100.00
(except when ATM is off-line or if the transaction exceeds the daily ATM limit)
Over-the-Counter Funds Transfer via Debit/Credit Memo
- Peso Deposit Accounts PHP 50.00 per transfer
Stop Payment Order (SPO) Application (per check)
- Peso Checks PHP 200.00
- Dollar Checks USD 20.00
Overdraft (OD) Accrual Charge
- Fee 25.2% p.a. on OD amount
- Subject to a minimum of PHP 26.25
Dollar Transactions
- Dollar Cash Deposits in Excess of USD 5,000 PHP 0.10 per USD 1.00 or
fraction thereof
- Dollar Cash Withdrawal in Excess of USD 5,000 PHP 0.05 per USD 1.00 or
fraction thereof
- Deposit Returned Dollar Check USD 20.00


- Maxi-One with Passbook PHP 500.00
- Other Peso Deposit Accounts PHP 250.00
- Dollar Savings Accounts USD 5.00
Monthly Dormancy Charge2
Service Charge per Excess Withdrawal
- Jumpstart Account (4 free withdrawals per month) 3 PHP 10.00
- Platinum Savings (no longer offered) PHP 50.00
- Multi-earner (no longer offered) PHP 25.00
ATM Transactions
- Denials USD 0.50
Over-the-Counter Withdrawals for ATM-based Accounts PHP 100.00
(except when ATM is off-line or if the transaction exceeds the daily ATM limit)
Over-the-Counter Funds Transfer via Debit/Credit Memo
- Peso Deposit Accounts PHP 50.00 per transfer
Stop Payment Order (SPO) Application (per check)
- Peso Checks PHP 200.00
- Dollar Checks USD 20.00
Dollar Transactions
- Dollar Cash Deposits in Excess of USD 5,000 PHP 0.10 per USD 1.00 or
fraction thereof
- Dollar Cash Withdrawal in Excess of USD 5,000 PHP 0.05 per USD 1.00 or
fraction thereof
- Deposit Returned Dollar Check USD 20.00
BPI Direct Savings Bank

2
Monthly Dormancy Charge
ATM Transactions
- Denials USD 0.50
Stop Payment Order (SPO) Application (per Peso check) PHP 200.00
Auxiliary Services
Amount of Fee / Charge
Particulars BPI BPI Family BPI Direct
Savings Bank Savings Bank
ATM Card Replacement PHP 100.00
Replacement of Lost Passbook *
Bank Certification
Statement Request from Express Phone free of charge
Statement Request from Bank Statement Unit
- First three pages PHP 100.00
- For every succeeding page PHP 10.00
Request for Microfilm Reproduction of Bank Documents *
- First three pages PHP 100.00
- For every succeeding page PHP 31.00
Manager’s Check PHP 50.00
Peso Checkbook
- Personal PHP 175.00
- Commercial PHP 350.00
Dollar Demand Draft
- Fee USD 5.00
- Plus, DST, if to be paid in Pesos Subject to applicable charges
Peso Telegraphic Transfer
- Fee ¼ of 1% of amount
- Plus DST PHP 0.30
for every PHP 200.00
- Subject to a minimum of PHP 100 plus PHP 1.50 DST
Sale of Traveler’s Checks
- Fee 0.5% of every USD 1.00 or fraction thereof
- Subject to a minimum of USD 1.00
- Plus DST, if to be paid in Pesos Subject to applicable charges
Purchase of Traveler’s Checks
- Fee per check PHP 15.00
- DST per check Subject to applicable charges
Foreign Bills Purchase (per check, if without line) PHP 100.00
Outward Bills for Collection *
- Fee ¼ of 1% for every PHP 1.00 or fraction
thereof
- Plus Postage Fee PHP 6.50
PCHC Charges
Amount of Fee / Charge
Particulars
Temporary Overdraft – Honored (Funded) 4
- Fixed Fee PHP 1,000.00
PHP 200.00
- Additional Fee for every PHP 40,000.00 or
a fraction thereof per day
Temporary Overdraft – Returned (DAIF / DAUD) 5

PHP 200.00
Stop Payment – Funded

Stop Payment – Unfunded 5
PHP 200.00
Technicalities 6
- Fixed Fee PHP 2,000.00 per item

Inward Remittance Charges
FROM: Correspondent Bank/SWIFT Remittances *
Payment Mode Service Charge Postage Documentary Cable
Commission Stamps Charges

Credit to Account PHP 150.00 PHP 10.00 PHP 0.30 n/a
- Peso Account for every PHP 200
and a fraction thereof
Credit to Account USD 6.50 n/a N.A. n/a

- Dollar Account
Bank to Bank PHP 150.00 n/a PHP 0.30 n/a

- Peso (BPI as intermediary bank) / Credit to for every PHP 200
Other Bank ** and a fraction thereof
Bank to Bank USD 10.00 n/a n/a n/a

- Dollar (BPI as
intermediary bank) /
Credit to Other Bank **
PHP 150.00 n/a PHP 0.30 PHP 60

Branch Pick-up - Peso for every PHP 200
and a fraction thereof
Branch Pick-up - Dollar USD 6.50 n/a n/a n/a

FROM: Direct Deposit / US Pension
Payment Mode Service Charge Commission Postage Documentary Cable Charges
Stamps
Credit to Account USD 6.50* n/a n/a n/a

- Peso Account
Credit to Account USD 6.50* n/a n/a n/a

- USD Account

FROM: Local Bank (PDDTS)
Payment Mode Service Charge Commission Postage Documentary Cable Charges
Stamps
Local Incoming (Peso) PHP 150.00 n/a n/a n/a

regardless of amount
Local Incoming (Dollar) USD 6.50 n/a n/a n/a

regardless of amount

FROM: BERC and Tie Ups
Payment Mode Service Charge/ Commission Postage Documentary Cable Charges
Stamps
Remittances from BERC click here n/a n/a n/a
Charges vary depending on the n/a n/a n/a

Remittances from Tie Up contract agreement with each tie
up

International Wire Transfer Charges
Payment Mode Service Charge Documentary Correspondent Beneficiary
Commission Stamps / Settlement Bank
Bank Charges* Charges**
Debit from FCDU USD14.00 N/A Charges vary depending Charges
account of the Client on the following: vary
- remittance amount depending
- remittance currency on the bank
- purpose of remittance involved,
i.e. non-trade or trade they may or
may not
charge their
own fees.
Debit from PESO PHP600.00 PHP0.30 for Charges vary depending Charges
account of the Client every on the following: vary
PHP200.00 - remittance amount depending
- remittance currency on the bank
- purpose of remittance involved;
i.e. non-trade or trade they may or
may not
charge their
own fees.

Promotion, Channel, People
The Six Institutional Pillars
BPI’s brand revitalization exercise through the Expect More Campaign was
communicated using six institutional pillars:
I. Expect more energy!

A tradition of leadership -> A persistent pioneer
Energy is represented by the revitalized new look of BPI - the logo, the
branches and the threading discipline (Dax font, rhombus layout and ‘Expect
more’ messaging) through all materials.
II. Expect more innovation!

Extensive portfolio -> Consistent innovations
Innovation is represented by the bank’s continuous search for new ideas to
address changing customer needs. This new campaign synchronized with the
launch of the new product – BPI Direct Save-Up. It is a product that enables you
to automatically save for what matters most in life. It comes free with a BPI
Express Teller account. Funds are automatically transferred from your BPI
Express Teller payroll account to your BPI Direct Save-Up account according to
your preferred amount, frequency and schedule of transfer. Throughout the years
new products and services were introduced to the public such as the “Ka
Negosyo” account for entrepreneurs and the Mobile Mall that allows purchase of
goods using a mobile phone.
III. Expect more freedom!

Strong physical presence -> Presence in new mediums
Freedom is represented by the new technology employed by BPI in BPI
24/7 Banking. It allows customers to bank anytime, anywhere through BPI
Express Online, BPI Express Phone and BPI Express Mobile. No lines, no hassle.
It’s simple, secure and saves you time better spent for yourself or with the ones
you care about.
IV. Expect more smiles!

Established reputation -> Familiar partner
‘Smiles’ is represented by the new brand of customer service which
features ground-breaking and meaningful services to its customers not offered by
most competitors. BPI shatters traditional rules on interbranch transactions
through its Expanded Interbranch Transactions capability. And it challenges the
usual check clearing period in all its branches through its real-time BPI check
clearing facility. A new immediate feedback mechanism was also introduced in
branches where customers will receive a “smiley” chip after every transaction to
be dropped in either the “yes” or “no” portion of a box with the heading “Are you
happy with my service?” This program is part of the bank’s internal campaign of
delivering a “WOW Customer Service” by soliciting immediate feedback from
customers for immediate improvement at the branch level.

V. Expect more passion!
Determined brand ambition -> Constant Motivation
Passion is represented by the “Real Thrills Program” that studies
customer’s shopping habits and preferences to come up with appropriate gift
rewards based on segmented passions rather than the traditional demographic and
psychographic segmentations. This program was used by Credits Cards, Debit
Cards, Deposits, 24/7 Banking and BPInoy products to reward their loyal
customers.
VI. Expect more heart!

Commitment to service -> Commitment to individuals
Heart is represented by the bank’s general interest in bringing financial
wellness to the public. BPI provides free financial wellness seminars and one-on-
one consultations in various companies through BPI OnCall and relationship
management services to high value customers.
The bank of the Philippine Islands (BPI) offers products and services that suit
every client’s need in banking. Through fliers, brochures, and their first Launched their
first commercial on Philippine Television this current year, 2014, they promote those to
attract more clients and to keep their current clients do their banking transactions with
them. BPI wants to keep in touch with their customers in every possible way that is why
they explore and research to make the best things happen, as what their current tagline
says. BPI’s banking transactions can be done through mobile, phone, online, machines,
and in their branches.
K. Operational Analysis
Banking and investment services firms' operations are ill-equipped to deliver or
support the radically new business models needed to adapt to ongoing industry
transformation. Bank CIOs, heads of operations and architects are seeking new
approaches to operational modernization and transformation. With market forces
dramatically disrupting the status quo, they must institute changes across people,
processes and technologies to create open, intelligent operational systems that support the
business. Operations must move beyond its current focus on incremental efficiency gains
to drive strategic innovation that enables new business models. Bank system assets and
functions must be accessible and usable in end users' contexts across internal and external
bank boundaries to enable the creation, access, analysis and application of information as
needed by end users. This is costly and high-risk, but can provide material benefits to
banks. Operations professionals must develop compelling business cases and recommend
appropriate front-to-back and internal-to-external structures and content, while balancing
the risks and potential costs against business benefits.
BPI strengthened its commitment to take customers farther in their quest for
financial progress and ensured that their funds are safe and secure in the face of a global
economic crisis. An institutional campaign, ‘Expect more in life with BPI’, offered BPI
products and services with better value to the customer.
L. Technological Analysis
As the Bank’s client base grows, an ever greater percentage of transactions will be
executed via electronic channels. Recognizing this trend, last year they outsourced a large
component of their IT operations to a world-class vendor. Furthermore, they continue to
invest in their primary IT platforms to achieve scale, availability, and reliability—at low
cost. They continue not only to invest heavily in software applications, particularly the
client-facing ones that truly differentiate the experience of BPI’s clients, but also retain
significant control of these development initiatives in-house, while diversifying their
relationships with vendors who are best-in-class.
BPI offers different variants of mobile banking, depending on client's mobile
device and available technology. In 2013, BPI introduced an enhanced version of the
mobile banking app which can run on iOS, Android, and Blackberry devices.
For many of Self-service transactions carried out by clients through its 24/7 and
more cost-effective service channels now account for 71% of the Bank’s total
transactions.
In the year 2013, the Bank’s ATM network grew by 21% for a total of 2,181
ATMs and 326 cash deposit machines. Through this expanded network, both withdrawal
transactions and deposit volumes posted marked increases. Deposit transactions via the
cash deposit machines increased by 90%. Additional ATM security features, such as PIN
shields, fraudulent device inhibitors and anti-skimming software, were installed.
BPI Express Online’s enrolled client base grew by 30% in 2013, resulting in a
client base of 1,550,850. The total financial transaction count passing through this site
was 18,060,756, a 15.3% growth over last year’s count. Total financial transactions grew
by 19.6% to Php 263 billion.
An eDonations facility was introduced to make it easy for our customers to
provide assistance to victims of typhoons and other calamities via different foundations
and other charitable organizations. The Bank has now 221 online banking kiosks located
inside BPI branches giving customers an access to BPI Express Online on bank premises.
In 2013, these kiosks generated 96,122 new enrollments, representing an increase of 60%
year-on-year. The number of financial transactions processed through the kiosks was
353,597, a growth of 35% from previous year.

BPI ExpressLink, the Internet banking platform for corporate accounts, recorded a
total financial transaction count of 28,565,559, a 20% increase year-on-year, for a total
transaction amount of Php 1.75 trillion. These transactions were carried out by 18,176
enrolled customers, an annual increase of 24%. ExpressLink mobile, an app intended for
corporate customers, now has a client base of 3,927, a 192% growth from last year’s
number.
BPI Express Mobile grew its unique user base by 56% in 2013 to 674,830 users,
making it the country’s leader in mobile banking. Total financial count increased by
205% to over 3.3 million, valued at Php 22.3 billion, an astounding 393% growth year-
on-year.
BPI Express Phone, the Bank’s phone-banking platform, recorded over 6 million
transactions for a total financial transaction value of Php 10.9 billion.
In summary, there are 1.71 million BPI clients who are banking online or via their
mobile devices; there are 5.6 million inquiries made via BPI Express Phone’s Self-
Service Facility; 216 million ATM transactions during 2013; 263,000 branch
appointment scheduled via Express Online; 5.4 million total transactions via cash deposit
machines; 344,000 clients paying their bills electronically; and 26,849 Number of point-
of-sale terminals, with total acquired consolidated billings of Php 9 billion.
M. Financial Analysis
The Bank of the Philippine Islands’ summary of performance during the year
2013 is stated based on the result of their operations and their financial standing.
Results of Operation
BPI earned a net income of Php 18.8 billion in 2013, representing a Php 2.5-
billion, or 15.0% increase relative to Php 16.4 billion earned last year. This increase in
net income was achieved through a Php 5.1-billion, or 10.8% increase in total revenues
but was partly induced by the Php 1.9 billion and Php 995 million increases in operating
expenses and taxes, respectively. Return on equity improved to 18.1% from last year’s
17.9%, while return on assets declined to 1.87% from previous year’s 1.91%.
Total revenue growth to Php 52.5 billion from last year’s Php 47.4 billion was
sustained by the increases in both net interest and non-interest income, up by Php 2.9
billion and Php 2.2 billion, respectively. Net interest income closed at Php 30.3 billion,
representing a 10.4% increase from last year. This increase in net interest income was the
result of a Php 151.4 billion, or 17.7%, expansion in average asset base partly tempered
by the 26 basis points drop in net interest spreads.
Non-interest income of Php 22.2 billion increased 11.3% from last year’s Php
19.9 billion. Other operating income increased Php 1.6 billion, or 20.8%, mainly due to
increases in trust fees, bank premises rental, profit from assets sold and miscellaneous
income.
Fees and commissions, income from the insurance business and income from
foreign exchange trading likewise increased by Php 774 million, or 15.1%, Php 755
million, or 108.8%, and Php 360 million, or 21.4%, respectively. Fees and commissions’
increase was attributed to increases in service charges, bank commissions, and

underwriting fees. Trading gain on securities ended Php 1.1 billion, or 18.1%, lower than
last year due to lower securities inventory level as tempered by market corrections.
Impairment losses at Php 2.6 billion, decreased Php 275 million, or 9.4%, from
2012 due to last year’s provisions for non-credit related items and foreclosed assets.
Other expenses at Php 26.7 billion, increased Php 1.9 billion, or 7.7%, from last
year’s Php 24.8 billion. Occupancy and equipment-related expenses increased Php 847
million, or 11.8%, due to increases in computer equipment and software costs,
contractual, rental, and depreciation cost.
Other operating expenses increased Php 883 million, or 12.4%, on higher
regulatory cost, fines and penalties, litigation expenses, management and other
professional fees, and other miscellaneous transaction related expenses.
Financial Condition
The Bank’s total resources reached Php 1.2 trillion, Php 210.1 billion or 21.3%
higher than last year’s Php 985.2 billion. This increase was attributed largely to the Php
186.3 billion, or 23.2% increase in total deposits, which reached Php 988.6 billion.
Current and savings deposits increased Php 194.2 billion or 39.5%.
Total capital funds increased Php 7.7 billion, or 7.8%, to Php 105.8 billion
from the previous year’s Php 98.1 billion. This growth in capital came from the
increase in profits from operation, net of cash dividends paid. Accumulated other
comprehensive income (loss) decreased Php 4.6 billion, or 322.7% on lower

market valuation of the Bank’s available-for-sale securities and the higher
actuarial losses on the Bank’s defined benefit plan. The Bank’s capital adequacy
ratio using Basel II framework at 13.7% declined from last year’s 14.2% as the
risk weighted assets increased at a faster rate than the qualifying capital. This
year’s CAR remained substantially higher than BSP’s 10% requirement.
BPI’s market capitalization remained the largest in the industry at Php
302.5 billion. The Bank’s share price traded at a premium of 2.9x its book value
per share of Php 29.37.
Loans, net of impairment losses stood at Php 635.2 billion representing a
Php 108.6 billion, or 20.6% increase from the prior year’s Php 526.6 billion. This
increase in loans was brought about by the higher loan demand from the
multinationals and conglomerates. Non-performing loans ration at 0.49%
improved from last year’s 1.5%and below the industry’s 2.4% (November 2013).
Liquid assets increased Php 93.3 billion, or 44.2%, to Php 304.2 billion
largely on higher balances with BSP. Investment securities at Php 183.7 billion
increased Php 1.1 billion from prior year’sPhp 182.6 billion. Held-to-maturities
securities increased Php 19.9 billion, or 26.1% due to additional investments,
while available-for-sale securities decreasedPhp 18.8 billion, or 17.7%, due to
reduction in local and foreign securities position.

Fiancial Indicators 2013 2012
Liquidity Ratio 73.39% 65.37%
Debt-to-Equity Ratio 25.04% 32.25%
Asset-to-Equity Ratio 1143.52% 1018.92%
Interest Rate Coverage Ratio 353.93% 281.80%
Return on Equity Ratio 18.05% 17.86%
Return on Assets Ratio 1.87% 1.91%
Cost to Income Ratio 50.86% 52.34%
Cost to Assets Ratio 2.66% 2.90%
Capital to Assets Ratio 8.74% 9.81%
Net Interest Margin 3.31% 3.57%
Chapter 5
Strategic Formulation
To have a deeper insight about what makes BPI staying strong in the industry for
the past 162 years, here are the qualitative analysis of the internal and external factors
that helps its continuous progress and challenges its survival.
A. Input Tools
1. Internal Forces Evaluation
Weighted
Internal Factors Weight Rating
Score
Strength
1.Innovative products and services
0.15 4 0.60
offered
2. Low cost deposits – no inter
0.12 4 0.48
branch fees
3. Long banking history and
0.10 4 0.40
tradition
4. Competent management 0.10 3 0.30
5. Tied with strong owners, Ayala

0.15 4 0.60
Group of Companies
Weaknesses
1. Absence of Strategic group 0.15 1 0.15
2. Long product cycle 0.10 2 0.20

3. Unimproved systems for new
0.08 2 0.16
products and services
4. Great number of young population
0.05 2 0.10
in human resource
TOTAL 1.00 2.99
Analysis
As shown on the Internal Forces Evaluation table above, BPI scored 2.99. It
shows that the Bank has a weighted average internal position. This reiterates the fact that
the company is strong in terms of innovating its products and services.
It did offers at a low cost deposit and with a ‘no inter branch fee’ policy. Its
longest history in the industry does add to the recognition and being well trusted of it plus
it is owned by one of the strongest and best company in the Philippines, Ayala Group of
Companies (AGC). From the illustration table, it concludes that BPI has a good internal
structure.
In contrast, the highest internal weakness of BPI falls on long product cycle and
in relation to its online banking system duration. Even though it does have its weaknesses
that directly affect the customers’ satisfaction about the offered products and services, it
still can be solved by having an extra effort to improve their virtual system.
2. External Forces Evaluation
Weighted
External Factors Weight Rating
Score
Opportunities
1. Growing economy 0.15 3 0.45
2. Include young population 0.18 4 0.72
3. New alternative channels 0.15 3 0.45

4. Increasing count of remittances
0.15 4 0.60
from the OFWs
Threats
1. Uncontrollable appearance of new 0.12 2 0.24
entrants
2. Unending improvement and
innovation of competitor’s products 0.10 1 0.10
and services
3. Unpredictable disasters and
0.05 1 0.05
diseases spreading
4. Continuous hike of inflation rate 0.10 2 0.20
TOTAL 1.00 2.81
Analysis
According to the External Forces Evaluation of BPI, it scored 2.81. By having this
score, BPI, based on the evaluation of general environment analysis of these external
factors, has a good potential to stay in the industry by grabbing the opportunities and
conquering each threats that may affect its operations.
The weighted score indicates that the company’s most intense factor is its great
number of young human resource; it was evaluated in a weighted average of 0.72. BPI’s
young human resource population does make it more competitive because of the early
management training for its young employees.
On the other hand, the unpredictable appearance of new entrants in the industry
gives threat to the company for it might give their customers more then what they are
giving and what more they could give. Gladly, BPI never stops improving and innovating
itself to make banking as easy as possible to make the best out of life.
3. Competitive Profile Matrix

Bank of the Philippine Metropolitan Bank and
Critical Banco De Oro Unibank
Islands Trust Company
Success
Factor Weighted Weighted Weighted
Weight Rating Weight Rating Weight Rating
Score Score Score
Technological
advances 0.15 4 0.60 0.13 3 0.39 0.15 2 0.30
Product
innovation
0.10 4 0.40 0.10 4 0.40 0.10 2 0.20
Best Rate 0.10 4 0.40 0.10 4 0.40 0.10 3 0.30
Service quality 0.10 3 0.30 0.10 4 0.40 0.10 4 0.40

Brand image
(recognition) 0.15 4 0.60 0.15 4 0.60 0.15 4 0.60
Size of the
company
0.15 4 0.60 0.15 4 0.60 0.15 3 0.45
Location and
convenience
0.15 4 0.60 0.15 4 0.60 0.15 3 0.45
Promotion and
advertisements
0.10 3 0.30 0.12 4 0.48 0.10 3 0.30
Total 1.00 3.80 1.00 3.87 1.00 3.00
4 – Major strength,
3 – Minor strength,
SCALE
2 – Minor weakness,
1 – Major weakness
Analysis
Based on the CPM matrix, the Bank of the Philippine Islands obtained a weighted
score of 3.80, while Banco De Oro Unibank Inc. attained a weighted score of 3.87 while
Metropolitan Bank and Trust Company achieved a weighted score of 3.00. Although
Banco De Oro has the highest weighted score, some of its factors have a varied score in
rating and weight.
BPI is very much competitive with its close entrants. No wonder it is the second
largest and trusted bank in the country. In terms of technology it advances its competitors
by being the first in every product and service innovations. Talking about promotions, it
first ever television commercial had been shown this current year, 2014.
As to Metrobank, it should prioritize its competitive advantage and make
additional improvements with factors that have low on rating allocating additional
advertisements as well as investments in order to catch up in the future. This advantage
can improve its management, customer service, financial position, number of branches,
customer loyalty and security and safety and international relation.
B. Matching Stage
Threat – Opportunities – Weaknesses – Strengths (TOWS Matrix)
External External Internal Internal

Threat Opportunities Weaknesses Strength
1. Uncontrollable 1. Innovative
1. Growing 1. Absence of
appearance of new products and
economy Strategic group
entrants services offered
2. Unending
improvement and 2. Low cost deposits
2. Include young 2. Long product
innovation of – no inter branch
population cycle
competitor’s fees
products and services
3. Unimproved
3. Unpredictable
3. New alternative systems for new 3. Long banking
disasters and
channels products and history and tradition
diseases spreading
services
4. Increasing count 4. Great number of
4. Continuous hike 4. Competent
of remittances from young population in
of inflation rate management
the OFWs human resource
5. More companies 5. Tied with strong

are eager to be part owners, Ayala
of the team. Group of Companies
Strategic Position & Action Evaluation (SPAcE Matrix)
Internal Strategic Position External Strategic Position

Competitive Advantage (CA) Industry Strength (IS)
(-6 worst , -1 best) (+1 worst , +6 best)
-2 Products and services quality 3 Barriers to entry
-1 Market Share 6 Growth potential
X- Axis
-2 Brand & image 5 Competitive pressure
-3 Product life cycle 5 Consolidation
Average = -2 Average = 4.5
Total X-axis score = 2.50
Financial Strength (FS) Environmental Stability (ES)
(+1 worst , +6 best) (-6 worst , -1 best)
4 Return on Asset -4 Inflation
Y- Axis 5 Profitability -1 Technology
6 Liquidity -2 Demand Elasticity
6 Cash Flow -3 Taxation
Average = 5.25 Average = -2.5
Total Y-axis score = 2.75
Interpretation
The internal strategic dimension factors analyze BPI’s internal strategic position
while on the other hand external strategic factors analyze the Bank’s external strategic
position. These factors when combined make the SPACE matrix analysis. Competitive
advantage factors include the speed of innovation of the company, its financial strength,
the product quality, market share, brand and image, and product life cycle.
Every business is also affected by the environment in which it operates. SPACE
matrix factors related to business external strategic dimension are the overall economic
condition, inflation, price elasticity, technology, barriers to entry, competitive pressures,
industry growth potential, and others.
This represents that BPI has an aggressive strategy that continues product
development in the industry of banking and financial products and services which
penetrate the market and continuously working to compete with other international banks.
Internal-External Matrix
A s w h a t i s s h o
being on the cells IV, V, and VI. Its position suggests the ‘hold and maintain’ strategy. In
this case, the Bank’s tactical strategies should focus on market penetration and product
development more. This IE matrix tells that the company should hold and maintain its
position. The company should pursue strategies focused on increasing market penetration
and product and service development.
Grand Strategy
Bank of the Philippine Islands has a very strong strategic position being placed in
the first quadrant. The firm’s approach very good for BPI already build a name in
Banking since 1851. It is very competitive as it focuses on its established competitive
advantage (CA) and takes advantage of it as long as it’s allowing the company.
Concerning to that, the company is concentrating on the existing market by adopting the
set product development, market development, and market penetration strategy.

The firm can take risks being an aggressive one and can afford to obtain
advantage of opportunities in numerous ways.
C. Summary of Matrices
Quantitative Strategic Planning Matrix
Absorb Competitor Improve Internally

Total Total
Key Factors Attractive- Attractive-
Weight Attractive- Weight Attractive-
ness Scores ness Scores
ness Score ness Score
Strength
1.Innovative products and
0.15 4 0.60 0.15 4 0.60
services offered
2. Low cost deposits – no
0.12 4 0.48 0.10 2 0.20
inter branch fees
3. Long banking history and
0.10 4 0.40 0.10 3 0.30
tradition
4. Competent management 0.10 3 0.30 0.15 4 0.60
5. Tied with strong owners,
0.15 4 0.60 0.15 3 0.45
Ayala Group of Companies
Weaknesses
1. Absence of Strategic
0.15 1 0.15 0.10 4 0.40
group
2. Long product cycle 0.10 0 0.00 0.10 3 0.30
3. Unimproved systems for
0.08 2 0.16 0.10 3 0.30
new products and services
4. Great number of young
population in human 0.05 0 0.00 0.05 3 0.15
resource
1.00 1.00
Opportunities
1. Growing economy 0.15 3 0.45 0.15 2 0.30
2. Includes young
0.18 3 0.54 0.18 3 0.54
population
3. New alternative channels 0.15 4 0.60 0.20 4 0.80
4. Increasing count of
0.15 4 0.60 0.05 0 0.00
remittances from the OFWs
Threats
1. Uncontrollable
0.12 3 0.36 0.12 3 0.36
appearance of new entrants
2. Unending improvement
and innovation of
0.10 4 0.40 0.15 4 0.60
competitor’s products and
services
3. Unpredictable disasters
0.05 1 0.05 0.05 0 0.00
and diseases spreading
4. Continuous hike of
0.10 2 0.20 0.10 1 0.10
inflation rate
1.00 1.00
Total 5.89 < 6.00
Attractiveness Score: 0 = not relevant

1 = not acceptable
2 = possibly acceptable
3 = probably acceptable
4 = most acceptable
Interpretation
Based on the analysis made from internal factors to external factors that were
matched and interpreted to know where the company is and headed to, came out these
two suggested strategies to be measured to get the best in order to apply for the
company’s continuous growth and excellence.
The first suggested strategy is to absorb competitors. Actually, it is not impossible
to do so as BPI has proved itself in the industry for almost two centuries now and today
as being part of one of the best and strongest groups in the country, Ayala Group of
Companies. Having a total attractiveness score of 5.89, absorbing competitors might be a

good strategy to expand and improve its service factor. Acquiring competitors might also
decrease the weaknesses of the company.
Improve internally is the second suggested strategy based on the study. This
strategy got a 6.00 total attractiveness weight, an 0.11 higher than the first one. As what
has been analyzed in this research, one of the major weaknesses of the subject is its
product and service delivery. By improving from within, the company will increase the
impact of it externally by escalating the customers’ satisfaction to its products and
services. This will create loyalty and good feedback from its customers which may attract
investors and will give competitors a better-quality game.
Chapter 6
Recommendation
As the researcher of this study, I am recommending the institution to:
 Focus more on their product and service delivery;
 Shorten technology-based service period to as fast as possible;
 Continue to improve existing systems to connect to the target markets better in a
way that customers will be more than satisfied from what they are currently
receiving from the company now, and;

 Educate each employee to the full content and application of each of its products
and services offered, especially when there are new of such on the menu by
conducting seminars or activities that will make its employees updated which will
also back to the image of the company.
A. Recommended Revised Mission Statement
Mission Statement:
WE SUPPOSE in the essential role that private venture plays in economic
development.
WE SUPPOSE that our corporate mission is to be the principal private financial
institution in the Philippines in terms of professional proficiency, service excellence,
responsible corporate citizenry, and overall growth and stability; and to be an established
ASEAN financial institution with a creditable worldwide outreach.
WE SUPPOSE that we have a responsibility to manage the business for the
maximum benefit of our customers while adopting the highest standard of integrity; to
offer the widest possible range of financial services that is responsive to their needs; and
to adopt an objective attitude towards change and innovation, ever mindful of improving
service quality and operating efficiency.
WE SUPPOSE that we have a responsibility to develop the potential of our
employees to the fullest by providing an environment conducive to their personal and
professional growth; and to foster a value system held in common throughout the
institution in order that we may all share a coherent sense of purpose and direction.
WE SUPPOSE that we have a responsibility to attain, over time and within
exacting standards of prudent management, the highest possible return on the investment
of our shareholders.
B. Recommended Revised Vision Statement
Vision Statement:
As the longest existing bank in the Philippines we aim to be the strongest bank
giving great convenience to all of our valued customers and to be the best bank for all our
stakeholders.
C. Recommended Revised Organizational Structure
Organizational Structure
D. Recommended Strategies
Strategy 1 – Absorb Competitors
The first suggested strategy is to absorb competitors. Actually, it is not
impossible to do so as BPI has proved itself in the industry for almost two centuries now
and today as being part of one of the best and strongest groups in the country, Ayala
Group of Companies. Having a total attractiveness score of 5.89, absorbing competitors
might be a good strategy to expand and improve its service factor. Acquiring competitors
might also decrease the weaknesses of the company.
Strategy 2 – Improve Internally

Improve internally is the second suggested strategy based on the study.
This strategy got a 6.00 total attractiveness weight on Quantitative Strategy Plan Matrix,
a 0.11 higher than the first one. As what has been analyzed in this research, one of the
major weaknesses of the subject is its product and service delivery. By improving from
within, the company will increase the impact of it externally by escalating the customers’
satisfaction to its products and services. This will create loyalty and good feedback from
its customers which may attract investors and will give competitors a better-quality game.
To services they offer, improve the communicating skills of every employee and
develop the knowledge of every employee. Always put seminars or activities to every
employee that makes the employee of the company updated that will also back to the
image of the company.
Appendix
Bank of the Philippine Islands 2013 Financial Statements.

Bibliography
References
https://www.bpiexpressonline.com/
http://www.bis.org/publ/bppdf/bispap04k.pdf
http://www.tradingeconomics.com/philippines/indicators
http://en.wikipedia.org/wiki/Bank_of_the_Philippine_Islands
https://www.kpmg.com/PH/en/Documents/PhilippineTaxFacts2.pdf
http://www.imoney.ph/articles/how-to-save-money-wisely-filipinos/
http://www.pinoymoneytalk.com/forum/index.php?topic=21087.0
http://nerawoods.hubpages.com/hub/BPI-Philippines-BDO-Philippines-Banks
http://www.philstar.com/business/2013/04/28/935671/bdo-bpi-metrobank-keep-ratings
http://www.investorjuan.com/2010/02/uitf-triple-threat-bdo-vs-bpi-vs.html
http://philpad.com/best-banks-in-the-philippines-2013/
http://www.oxfordbusinessgroup.com/news/top-profiles-six-biggest-banks
https://ww2.mybpimag.com/images/pdf/AR2013/IASR%202013.pdf
http://www.johnclements.com/wazzup0710/articles/BPI%20A%20New%20and
%20Revitalized%20159-year%20Old%20Brand.html
http://www.bsp.gov.ph/regulations/laws.asp
http://www.manilatimes.net/banking-industry-to-face-stiff-competition/113895/
http://www.tradingeconomics.com/philippines
http://mba-lectures.com/management/strategic-management/819/key-success-factors-of-
banking-industry.html
http://www.maxi-pedia.com

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COLLEGE OF BUSINESS AND ACCOUNTANCY

UNIVERSITY OF CALOOCAN CITY

CBA Bldg., Libis St., Camarin, Caloocan City

STRATEGIC MANAGEMENT PLAN

(Bank of the Philippine Islands)

IN PARTIAL FULFILLMENT OF THE REQUIREMENRTS

FOR THE DEGREE OF BACHELOR OF SCIENCE

IN BUSINESS ADMINISTRATION MAJOR

CRISTINE JOY S.A. GITO

total of 2,507 terminals servicing customers nationwide.

banking, asset management, securities distribution, insurance services, leasing, and

multinational corporations, government entities and large corporations to small- and

medium-sized enterprises and individuals.

in its own name.

the Philippines. It adopted its current name on January 1, 1912.

to give their clients convenience while waiting for their turns.

all promoted and supported by prudent management. BPI is rated investment-grade by

has a total of 2,507 terminals servicing customers nationwide.

B. Research Design and Methodology

To have more insights on the Strategic Management Plan conducted, I, the

2. Descriptive method – a method that yields descriptions of behavior but not

bank’s strategic plan.

A. Political – Legal Forces

Philippine Banking Laws

need to be followed. These are:

whereas, there were pending before Congress, prior to the promulgation of

regulation of the so-called investment banks; whereas, an extensive survey and

study of the Philippine financial system had been undertaken in order to

determine its adequacy in Philippine economic development, and an integrated set

of recommendations were submitted; whereas, the recommendations, as endorsed

advocated the enactment of the statutory framework within which the

establishments of an offshore banking system in the Philippines - whereas,

conditions conducive to the establishment of an offshore banking system, such as

political stability, a growing economy and adequate communication facilities,

among others, exist in the Philippines; whereas, it is in the interest of developing

economic development; whereas, an offshore banking system based in the

Philippines will be advantageous and beneficial to the country by increasing our

Philippines, creating employment opportunities and expertise in international

finance, and contributing to the national development effort; whereas, the

other purposes. It is composed of these sections:

Section 1. The Creation of the Philippine Deposit Insurance Corporation

operations of banks, quasi-banks, trust entities and for other purposes.

industry “should” be a welcome respite to the abysmal economic and political

entry of foreign banks to the country is an indication of stability, or at least a good

induce a more conducive business environment. The law allows up to 100-percent

ownership of domestic banks by foreigners and the liberalized entry of overseas

Improperly accumulated earnings tax (IAET). This is imposed when the

(PEZA), or pursuant to the Bases Conversion Development Authority (BCDA), or other

seconds to get information and to transfer data to one another.

develop products precisely for the needs of the customer.

and secure information.

"In investing, what is comfortable is rarely profitable." - Robert Arnott. At times,

banks that are really trusted.

January of 1959 (National Statistics Office of Philippines).

(3 percent), education (3 percent), clothing and footwear (3 percent), communication (2

15 percent. The link http://www.tradingeconomics.com/philippines/inflation-cpi provides

also the return of the ones’ investment.

in Philippines is reported by the Bangko Sentral ng Pilipinas.

The population of Philippines represents 1.37 percent of the world´s total

resident of Philippines. This page provides - Philippines Population - actual values,

Philippines Population - was last refreshed on Saturday, October 4, 2014.

Growth in population may appear to have an impact on investment in the short

accommodated by private sector investments. Seemingly, structural adjustments policies

truly values by giving a good response to them.