The presentation was made as part of my Marketing Strategy and Organization lecture. It talks about UK's Standard Chartered Bank, contains 7P Analysis, SWOT Analysis, as well as their marketing strategy in general.

2. Overview
• A UK based bank, but operates with 90% profit from Asia, Africa and
Middle East
• Established after a merger of The Standard Bank and The Chartered
Bank in 1969
• It has a primary listing on the London Stock Exchange and is a
constituent of the FTSE 100 Index
• It had a market capitalisation of approximately £39.8 billion as of May
2015, the 13th-largest of any company with a primary listing on the
London Stock Exchange

3. Products and Services
• Corporate or business banking
• Transaction banking
• Financial markets
• Corporate finance
• Renminbi services
• SME banking
• Islamic banking

4. • Personal banking
• Savings and accounts
• Loans and mortgages
• Credit cards
• Insurance
• Investments
• Employee banking

5. • Private banking
• Portfolio solutions
• Investment solutions
• Credit solutions
• Islamic financial solutions
• Trust and fiduciary services
• Insurance
• Partnership in philanthropy efforts of customers
• Transaction services like domestic and foreign currency services, cheque and
draft facilities, offshore and onshore banking etc
• Comprehensive range of credit and charge cards from Visa, MasterCard and
American Express
• Online services
• Information portal

6. Customer segmentation and targeting
• Individual customers
• The main services are savings and account services, mortgages, credit cards etc
• SMEs
• The most suitable services for the segment are cash management, trade finance and
lending
• Corporate & Institutional customers
• Large customers with extensive financial needs
• Bank provides wholesale banking services i.e. clearing and collection services,
liquidity management, treasury, advisory services
• Islamic customers
• this group uses financial services in line with Islamic law (Shariah)
• Thus the bank provides financial services that are in conformity with Shariah (SCB)

7. Customer segmentation and targeting
• The segmentation enables the bank to understand each segment's
needs, thus design the most appropriate marketing mix for each
segment
• This enables them to target the customers with appropriate
marketing mix for each segment

8. Positioning
• Next step after segmentation and targeting
• It states how the company wants the customers to perceive its brand
and product (Ennew and Waite, 2007)
• The bank has high quality of service in comparison with its competing
international financial institutions, but at the same time has low
accessibility

9. The 7Ps of service marketing mix
• Product
• The bank provides a wide range of consumer banking services which is divided into 3
components: wealth management, retail products and SME products
• The well known brand name in consumer banking in the main countries where the bank
operates has been affirmed by prominent accolades granted by international organizations
e.g. the Best Retail bank of the year in Singapore (Asia Banking and Finance Award 2009)
(SCB, 2009)
• Price
• The bank makes attempts to provide optimal payment solutions to the customers by applying
advanced payment systems, reducing processing time, eliminating manual tasks
• In 2009 the bank adopted Employee Banking Program (EBP), offering competitive pricing of
banking services to the employees of corporate clients, which has delivered impressive
results of 600 clients of wholesale banking and 3,750 SME clients registered for EBP

10. • Promotion
• Allied with hotels and travel corporations throughout the footprint regions like IHG
hotels etc to offer a lot of promotion programs for the Standard Chartered Visa card
• Place
• Bank’s organizational structure has 2 main units- consumer banking unit and
wholesale banking unit
• The consumer banking unit serves 14 million individual customers via nearly 1,700
branches and 5,679 ATMs in Hong Kong, Singapore and Malaysia
• People
• The bank has over 77,300 employees of whom only 2,000 are UK based
• To manage and maintain staff efficiency, the bank adopted an online system which
allows each employee to update their annual objectives, thus managers and
employees can easily agree and supervise performance just at a click
• There are many training programs offered to emerging leaders within the
organization

11. • Physical Evidence
• The bank has a strong presence with nearly 1700 branches worldwide
• All the branch buildings and transactions materials like check books,
statements... are well designed with the green and blue logo, thus make the
clients bear in mind the brand image of the bank
• Process
• In consumer banking, a Consumer Charter is adopted to deliver fast and
accurate service, provide best solutions to clients' financial needs, and the
final goal is to be the bank customers recommend to their friends and
colleagues

12. Relationship marketing
• The bank genuinely commits to building relationships with
stakeholders e.g. customers, employees, shareholders
• It is making a thrust toward the modern concepts of customer
relationship management
• Employees are provided with a good working environment, chances
of promotion and rewarding system

13. SWOT Analysis
• Strengths
• The key difference between Standard Chartered and the rest of the UK banks
is its focus on emerging markets
• Weaknesses
• Absence of a strong investment banking offering
• It is increasingly possible that Standard could begin to lose business to banks
with a stronger reputation for providing investment banking services
worldwide

14. • Opportunities
• Standard Chartered recently reported 16% income growth and 10% profit
growth in Africa
• Of all the world’s major banks, Standard Chartered is probably the best-
positioned to benefit from the economic growth that the continent is
experiencing
• Threats
• If the returns of HSBC and Barclays invest resources in Standard Chartered’s
strongest markets, margins could suffer

15. Overall marketing strategy at a glance
• Its consumer banking marketing strategy is comprehensive with synergic
solutions
• Striking strengths can be seen at an extensive network, brand image and
financial capacity
• But considering the current internal and external issues that it faces, it
should focus on corporate governance, especially in risk management
• One of the key issues is to provide the right mix of financial services by the
right channels to the right segments of clients
• It should apply a more detailed pricing strategy and keep competitive
pricing in simple services
• Further, it should assure the quality and reputation in more complicated
financial services

16. • Instead of direct promotion methods via phone, email which are
annoying to customers, more subtle method should be applied e.g.
giving a little information initially, just like a teaser attached to a bank
statement, thus stimulating the curiosity of clients
• In 2008 the consumer banking arm of the bank started a
transformation from product-focused to customer-focused strategy
with the application of the Customer Charter
• In the second half of 2009 the bank launched the Priority Banking
Program which rewards customers based on their total transaction
volume across products like savings account, mortgages
• More attractive bundles of products are designed to best suit
customers' needs
• To support SME customers, the bank employed additional 700
relationship managers in 2009