Professional Documents
Culture Documents
PREPARED BY:
NAME MATRIC ID
FAEZZAHNUR FATEEN EZZATEE BINTI AZIZI 4183005241
JAYAMALANI D/O SANDRA SEGARAN 4181003341
KIRAN RAM S/O PONNIAH 4182000041
SARANYAH D/O NADARAJAN 4183001961
SRI SARASWATHY A/P SANDRA RAJU 4181002751
1
TABLE OF CONTENTS
INTRODUCTION 3
FINANCIAL STUDIES
INCOME STATEMENT 4
BALANCE SHEET 5-6
RATIO: CALCULATION & CONCLUSION 7-8
INTERNAL FACTOR EVALUATION(IFE) MATRIX 9-12
REFERENCE 27
APPENDIX 28-29
2
INTRODUCTION
JPMorgan Chase & Co. is one of the oldest, largest and best-known financial institutions in
the world. The firm's legacy dates back to 1799 to present time at the Manhattan Company; the
firm’s earliest predecessor was chartered in New York City.
JP Morgan Chase & Co. A financial holding company, founded on December 1, 2000. A
leading global financial services company and one of the largest banking institutions in the United
States. The current Chairman and Chief Executive Officer is Jamie Dimon, and the company has
operations worldwide and is a leader in investment banking, financial services for consumers and
small businesses, commercial banking, financial transaction processing and asset management.
Under the J.P. Morgan and Chase brands, the company serves millions of customers in the United
States and many of the world’s most prominent corporate, institutional and government clients. The
Consumer and Community Banking segment serves consumers and businesses through personal
service at bank branches and through automated teller machine, online, mobile, and telephone
banking. The Corporate and Investment Bank segment offers a suite of investment banking, market-
making, prime brokerage, and treasury and securities products and services to a global client base
of corporations, investors, financial institutions, government and municipal entities.
The Commercial Banking segment delivers services to U.S. and its multinational clients,
including corporations, municipalities, financial institutions, and non-profit entities. It also provides
financing to real estate investors and owners as well as financial solutions, including lending,
treasury services, investment banking, and asset management. The Asset and Wealth Management
segment provides asset and wealth management services. The company was founded in 1968 and
is headquartered in New York, NY.
3
1.0 THE INTERNAL AUDIT (CHAPTER 6)-CLO 2
I. Financial Studies
1.1 Income Statement
$ in million $ in million
Interest expenses 0 0
4
1.2 Balance Sheet
$ in million $ in million
ASSETS
Non-current assets
Current assets
EQUITY
5
LIABILITIES
Non-current liabilities
Minority interest 0 0
Current liabilities
Payable/Accrued 0 0
Accrued expenses 0 0
6
1.3 Ratio Calculation
Liquidity Ratio
1. Current Ratio
Leverage Ratio
2. Debt-to-equity ratio
Activity Ratio
1. Inventory Turnover
97,031 / 14,519 97,234 / 14,041
(Sales / Inventory of finished =6.683 times =6.925 times Decreased
goods)
7
2. Total Assets Turnover
97,031.0/ 2,359,141 97,234.0/2,265,792
(Sales / Total assets) =4.11 times =4.29 times Decreased
Profitability Ratio
1. Return on Total Assets (ROA)
Growth Ratio
8
1.3.1 RATIO CALCULATION’S CONCLUSION
Liquidity ratio refers to the ability of a company to meet its short-term financial obligation as they
come due. Both the current ratio and quick ratio of JP Morgan &Chase has increased in 2012 which
are 0.675 times in 2012 and 0.661 times in 2011 for current ratio while 0.668 times in 2012 and
0.654 times in 2011 for quick ratio. It indicates that JP Morgan & Chase may have difficulty meeting
its current obligations. If JP Morgan & Chase has good long-term prospects, it may be able to
borrow against those prospects to meet current obligations.
Leverage ratios have used to determine company financing methods and its ability to meet financial
obligations. In 2012, JP Morgan & Chase’s, debt-to-total-assets ratio and debt to equity has slightly
decreased which is 2.94% in 2011 while 2.6% in 2012 and 0.3 times in 2012, 0.36 times in 2011.
However, times interest earned ratio have increased where 2.59 times in 2012 and 1.97 times in
2011 which means the company presences less of risk to investors. Furthermore, these also indicate
that the JP Morgan & Chase is getting less dependent on debt to finance its business.
Activity ratios are used to gauge the ability of a company to convert various assets, liabilities, and
capital accounts into cash or sales. In 2012, JP Morgan & Chase’s, inventory turnover and total
assets turnover are decreased which is 6.925 times to 6.683 times and 4.29 times to 4.11 times. The
low inventory turnover shows that the company has weak sales in 2012 compared to 2011.
Profitability ratios measure the company’s ability to generate earnings relative to sales, assets, and
equity. In 2019, JP Morgan & Chase shows significant increase in return on assets (ROA) which is
0.90% in 2012 while 0.84%% in 2011. This shows that JP Morgan & Chase doing a good job of
increasing its profit with each investment it spends.
Growth ratios refer to the percentage change of a specific variable within a specific period. In 2012,
JP Morgan & Chase, sales growth ratio has shown increased to -0.21% from -5.32%. This means
the company can provide high dividends for shareholders even though the ratio is in negative, but
compared to previous year it doing well.
9
ii. Internal Factors Evaluation (IFE) Matrix
10
Internal Factor Evaluation Matrix
1. Largest bank in the USA with $2.3 trillion in assets and operations 0.08 4 0.32
in over 60 countries.
2. Controls 12.3% of bonds in the USA, making JPM the largest 0.04 4 0.16
holder among all banks
3. Provided $19 billion of credit to small business in the U.S. in 0.03 3 0.09
2014.
4. Increased clients in Brazil, China, and India from 200 to 800 0.08 4 0.32
between 2008 and 2012 and expected to increase to 4,000.
5. Acquired Sempra in 2011 to become one of the top three firms in 0.04 3 0.12
the world in commodity dealings.
6. Significant focus on USA small businesses providing $17 billion 0.05 4 0.2
of credit in 2011 alone; added 1,200 relationship mangers and
business bankers from 2009 to 2012
7. International Consumer & Community Banking segment reported 0.05 3 0.15
a 71% increase in revenues in 2012.
8. Continue to add physical branches across the country while 0.05 4 0.2
competitors are removing branches.
9. One of the oldest and most established financial institutions in the 0.03 3 0.09
United States, found in 1799.
10. JPM focuses heavily doing business with small businesses 0.05 3 0.15
Total Weighted Score of Strengths (TWSS) 0.50 1.8
Weaknesses:
2. Heavy reliance on the USA with over 80% of 2012 revenues 0.06 3 0.18
derived from the USA up from 75% in 2011.
3. International Corporate/Private Equity experienced a -353% 0.03 3 0.09
decrease in revenues
4. Less than 4% of Investment Bank revenues derived from Latin 0.06 1 0.06
America.
5. Decreased its employees by 7,500 due to mortgage decline 0.07 2 0.14
11
Conclusion: As we know the highest possible total weighted score for an organization is 4.0 and the
lowest possible total weighted score is 1.0. The average total weighted score is 2.5. A total weighted
score of 4.0 indicates that an organization is responding in an outstanding way to existing
strengthens and weakness
Here we see that the total weighted score is 2.96 which is higher compared to the industrial average
weighted score of 2.5. Therefore, it can be said that this particular company have a good weighted
score.
As for further analysis, Total Weighted Score of Strengths (TWSS) will be divided with Total
Weighted Score of Weaknesses (TWSW).
1.8
= 1.5517
1.16
From the calculation above, the figure 1.5517 is slightly greater than 1 (1.5517 > 1) which can be
concluded that JP Morgan & Chase is effectively utilizing its strengths as advantage to overcome
its weaknesses.
12
2.0 THE EXTERNAL AUDIT (CHAPTER 7) -CLO 2
ATMs 0.09 4 3 4
Revenue 0.10 3 1 4
Employees 0.12 2 3 2
13
Conclusion: The highest possible total weighted score for an organization is 4.0 and the lowest
possible total weighted score is 1.0. The average total weighted score is 2.5. From the above CPM
result, the three companies are doing good because the three company’s total weighted score is
above the average total weighted score which is 2.5.
JP Morgan Chase score is 3.56, and it’s the highest score in this tables we can say company is in
very good condition. The moderate score is Citigroup. The lowest score is 2.67 that is the Bank of
America. JP Morgan & Chase has its major strength in many critical success factors in term of
employee, quarterly operating revenue growth, operating margin, EPS, and expenses.
14
➢ EXTERNAL FACTORS EVALUATION (EFE) Matrix
An External Factor Evaluation (EFE) Matrix allows strategists to summarize and evaluate
economic, social, cultural, demographic, environmental, political, governmental, legal,
technological, and competitive information.
Assign a rating between 1 and 4 to each key external factor to indicate how effectively the firm’s
current strategies respond to the factor, where 4 = the response is superior, 3 = the response is above
average, 2 = the response is average, and 1 = the response is poor. Ratings are based on effectiveness
of the firm’s strategies. Ratings are thus company-based, whereas the weights in Step 2 are industry-
based. It is important to note that both threats and opportunities can receive a 1, 2, 3, or 4.
Regardless of the number of key opportunities and threats included in an EFE Matrix, the highest
possible total weighted score for an organization is 4.0 and the lowest possible total weighted score
is 1.0. The average total weighted score is 2.5. A total weighted score of 4.0 indicates that an
organization is responding in an outstanding way to existing opportunities and threats in its industry.
3. Many customers still prefer to do banking business face to face 0.03 3 0.09
when it comes to applying for a credit card, seeking financial
advice, and getting a loan.
4. Bank of America is laying off 36,000 people. 0.06 2 0.12
5. The USA government filed a civil lawsuit seeking $1 billion in 0.01 2 0.02
damages for misrepresenting the quality of home loans sold to
Fannie Mae and Freddie Mac.
6. Smart phone providers such as Apple and Android may wish to 0.1 3 0.3
form an alliance with banks to help facilitate the usage of mobile
phone payments.
7. Unemployment rate is improving, as a result qualifying more 0.08 3 0.24
people for home loans.
8. More and more consumers prefer online banking and smartphone 0.02 4 0.08
banking.
9. Growth in the commercial industry. 0.04 3 0.12
10. Global investment banking and brokerage prospects. 0.07 3 0.21
Total Weight Score of Opportunities (TWSO) 0.55 1.69
15
Threats:
1. Bank of America and Citigroup are two large domestic 0.02 2 0.04
competitors
2. Banks are viewed like commodities to many potential customers 0.05 3 0.15
3. Foreign banks have yet to enter the USA market on a wide scale. 0.04 2 0.08
4. Increase in online banks such as Ally and ING Direct are 0.03 3 0.09
advertising heavily and marketing no fees on many products
where brick and mortar banks are increasing fees
5. Internet creates more vulnerabilities (American Banker) 0.07 2 0.14
6. Local community banks lead in fastest growing banks in US. 0.06 4 0.24
7. More people are paying off their credit cards and leaving them in a 0.08 3 0.24
dormant state.
8 Mobile payments over smartphones and Near Field 0.03 2 0.06
Communications (NFC) are expected to greatly erode into credit
card usage.
8 Percent of Americans owning checking accounts dropped from 92 0.06 3 0.18
to 88% between 2010 and 2011 and the number owning a credit
card dropped from 74 to 67%.
9 The Federal Reserve Board established the consumer Financial 0.01 3 0.03
Protection Bureau, which has placed restrictions for lenders on
credit cards, mortgage loans, student loans, and auto loans
Total Weighted Score of Threats (TWST) 0.45 1.25
Total 1 2.94
Conclusion: We know that highest total weighted score for an organization is 4.0 and the lowest
weighted is 1.0. the average weighted score is 2.5. The total score 4.00 indicates that an organization
is reacting in an outstanding way to existing opportunities and threats in its industry.
The EFE Matrix calculated above shows the EFE weighted score of 2.94, which is above 2.5 and
indicates a strong position of JP Morgan & Chase on its external.
As for further analysis, Total Weighted Score of Opportunities (TWSO) will be divided with Total
Weighted Score of Threats (TWST).
1.69
= 1.352
1.25
From the calculation above, the figure 1.352 is greater than 1 (1.352 > 1) which can be
concluded that that JP Morgan & Chase is effective in taking advantage of its existing opportunities
to minimize the threats components from its external condition.
16
➢ 5 PORTER’S FORCES
17
• The threat of backward
integration is high.
• Customers are more
concentrated than sellers.
Bargaining Power of the LOW • well-educated buyers LOW
Suppliers • no threat of forward
integration
• low switching costs
.
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3. STRATEGIC GENERATION AND SELECTION (CHAPTER 8) -CLO 3
I. SWOT MATRIX ANALYSIS
Strength Weakness
1. Largest bank in the USA 1. Cyber terrorist gathered
with $2.3 trillion in assets more than 80 million
and operations in over 60 accounts
countries 2. Heavy reliance on the
2. Controls 12.3% of bonds in USA with over 80% of
the USA, making JPM the 2012 revenues derived
largest holder among all from the USA up from
banks. 75%
3. Provided $19 billion of 3. International
credit to small business in Corporate/Private Equity
the U.S. in 2014. experienced a -353%
4. Increased clients in Brazil, decrease in revenues
China, and India from 200 4. Less than 4% of
to 800 between 2008 and Investment Bank revenues
2012 and expected to derived from Latin
increase to 2,000 by 2017. America.
5. Acquired Sempra in 2011 5. Decreased its employees
to become one of the top by 7,500 due to mortgage
three firms in the world in decline
commodity dealings. 6. Poor judgment in lending
6. Significant focus on USA has resulted in JPM
small businesses providing continued mortgage losses
$17 billion of credit in 2011 expected
alone; added 1,200 7. London Whale scandal
relationship mangers and cost $920 million in
business bankers from penalties
2009 to 2012 8. Domestic
7. International Consumer & Corporate/Private Equity
Community Banking reported $4 billion in
segment reported a 71% revenues.
increase in revenues in 9. Illegal profit sharing
2012. resulted in $6 million fine
8. Continue to add physical 10. International
branches across the country Corporate/Private Equity
while competitors are experienced a -353%
removing branches. decrease in revenues from
9. One of the oldest and most 2011 to 2012.
established financial
institutions in the United
States, found in 1799.
10. JPM focuses heavily doing
business with small
businesses
Opportunity SO Strategy WO Strategy
1. Growing customer base for 1. Divest both the domestic
asset management and 1. Focus towards the plan to and international
investment bank services increase customer base in Corporate/Private Equity
in Asia, Latin America, Asia, Africa, Middle East, segments (W6, O1, O2,
Africa and the Middle and Latin America to 2000 O6).
East. by 2017. (S4, S9, O1)
19
2. USA small businesses are 2. JPM should form an 2. Spend $100 million in
continuing to grow and alliance with Android and Latin America to acquire
recover. IOS to help facilitate new customers, especially
3. Many customers still mobile phone payments. in the investment bank
prefer to do banking (S1, S7, S10.O6, O8) segment (W2, W3, O1).
business face to face when
it comes to applying for a
credit card, seeking
financial advice, and
getting a loan.
4. Bank of America is laying
off 36,000 people.
5. The USA government filed
a civil lawsuit seeking $1
billion in damages for
misrepresenting the quality
of home loans sold to
6. Smart phone providers
such as Apple and Android
may wish to form an
alliance with banks to help
facilitate the usage of
mobile phone payments.
7. Unemployment rate is
improving, as a result
qualifying more people for
home loans.
8. More and more consumers
prefer online banking and
smartphone banking.
9. Growth in the commercial
industry.
10. Global investment banking
and brokerage prospects.
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II. STRATEGIC POSITION AND ACTION EVALUATION (SPACE) MATRIX
The SPACE matrix is a management tool used to analyse a company. It is used to determine what
type of a strategy a company should undertake. Its four-quadrant framework indicates whether
aggressive, conservative, defensive, or competitive strategies are most appropriate for a given
organization. The axes of the SPACE Matrix represent two internal dimensions financial position
[FP] and competitive position [CP]) and two external dimensions (stability position [SP] and
industry position [IP]).
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FP(Y)
+5-
+4-
+3-
+2-
+1-
(-1.2,0.2)
CP -7 -6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6 +7 IP(X)
-1-
-2-
-3-
-4-
-7 -
SP
a. Axis x = IP + CP
= 2.8 + (-4)
= -1.2
b. Axis y = FP + SP
= 4.4+ (-4.2)
= 0.2
Equation= (-1.2,0.2)
The SPACE matrix shows that JP Morgan falls on the conservative. The plotting indicates that JP
Morgan is a financially strong firm that has achieved competitive advantages in a growing and
stable industry.
23
Suggestion for strategies
As it falls in the conservative quadrant, the suggested strategy would be focus on existing products
or services and cherish those things. Secondly, JPM also can focus on developing or improving new
services to satisfy customer needs. Lastly, JPM also can-do potential product or market
penetration/product penetration through expansion. Other than these, some of the strategy that they
can focus on are market development, product development and diversification.
24
III. BCG Matrix
BOSTON CONSULTING GROUP (BCG) MATRIX
RELATIVE MARKET SHARE POSITION
High
INDUSTRY SALES GROWTH RATE
Commercial Banking
Consumer and Community Banking
(CCB)
Question Marks
Stars
I
II
Medium
Asset Management
Corporate and Investment Banking
Cash Cows Dogs
ement
III IV
Low
In Boston Consulting Group Matrix of JP Morgan, the star represents the Consumer and Community
Banking (CCB) since in this product of JPM have the largest market share compared to other
products and the CCB is competing in a fast-growing industry. CCB is also a business segment that
provides services to retain customers and communities. It includes branch banking, cards, home,
education, auto loans, and other similar products for retail clients
Cash cows signify the Corporate and Investment Banking because this product is competing in a
slow growing industry but give a large market share to JPM.
The question mark represents the Commercial Banking since its gives JMP a low market share
though this product competes in a high growth industry.
25
Lastly dogs it signify the Asset Management this product has a weak market share and also
competing in a low growth industry.
1. Increase the firm’s global presence through an aggressive international plan. (Page
455)
❖ Focus towards the plan to increase customer base in Asia, Africa, Middle
East, and Latin America to 2000 by 2017.
2. Expansion of online business through mobile phone. (page 461)
❖ JPM should form an alliance with Android and IOS to help facilitate mobile
phone payments.
3. Focus on improving customer base. (page 462)
❖ Spend more money in Latin America to acquire new customer base especially
in the segment under investment bank.
4. Offer benefits for existing customers. (page 458)
❖ Provide free checking and give gift products for those customers who have
checking account with Chase.
5. Focus on buying more financial instruments. (page 455)
❖ Invest more money to increase the stake in bonds and commodity financial
instruments.
6. Develop a statistical model. (page 462)
❖ Develop a statistical model in order to identify to whom to lend and to whom
not to lend and at what interest rate.
26
References
1. Cable News Network. . (2919). cnn business. Retrieved from
https://money.cnn.com/quote/profile/profile.html?symb=JPM
2. CFI Education Inc. (2015 ). cfi. Retrieved from Boston Consulting Group (BCG)
Matrix: https://corporatefinanceinstitute.com/resources/knowledge/strategy/boston-
consulting-group-bcg-matrix/
6. Wikipedia contributors. (2020, june 29). J.P. Morgan & Co. Retrieved from The
Free Encyclopedia:
https://en.wikipedia.org/w/index.php?title=J.P._Morgan_%26_Co.&oldid=965115
315
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FACULTY OF BUSINESS AND
ACCOUNTANCY APRIL 2020 SEMESTER –
SESSION 1/20/34
Table 6
Conclusion 4
ii. External Factors Evaluation (EFE) Matrix
Table 6
2 Conclusions (2m x 2 conclusions) 4
iii. Porter 5 Forces (Table)
28
3 STRATEGIC GENERATION AND SELECTION
(CHAPTER 8) – CLO 3
i. SWOT Matrix Analysis
2 SO strategies (1m x 2 strategies) 2
2 WO strategies (1m x 2 strategies) 2
2 ST strategies (1m x 2 strategies) 2
2 WT strategies (1m x 2 strategies) 2
TOTAL MARKS 90