Hsbc Trading Strategies

Compartilhar A negociação Uma conta de compartilhamento InvestDirect ou InvestDirect Plus permite que você compre e venda ações e ações sempre que lhe convier. Nossos estoques e ações A ISA não possui taxa inicial ou taxa de administração anual diferente de muitos dos nossos concorrentes. Tenha a certeza se você possui ações e compartilha a ISA, você só pagará uma Taxa de Conta pela conta tributada. Faça decisões informadas e teste suas estratégias Use ferramentas de pesquisa interativas para tomar decisões informadas sobre o que e quando trocar. Crie um portfólio virtual que permita testar suas estratégias de negociação. Taxas competitivas No último dia útil de cada trimestre civil, você terá uma taxa de conta de 10,50 (incluindo o IVA). Isso é pagável trimestralmente em atraso, sendo a primeira cobrança realizada em 31 de março de 2016. Isso está sujeito à manutenção da conta por um trimestre civil completo. Você pode negociar on-line por uma taxa fixa de 16312,95 por ação (incluindo negócios dentro de um ISA). A taxa de negociação on-line pound12.95 será reduzida para a libra10.50 com efeitos a partir de 1 de abril de 2016. Se você possui uma conta do InvestDirect Plus, você se beneficiará da nossa tarifa competitiva Frequent Trader de apenas 1637.95 por ação depois da sua 9ª troca em um calendário trimestre. Investimento de médio a longo prazo Este produto foi projetado para ser mantido por pelo menos cinco anos. Risco de investimento Todos os investimentos trazem algum risco. O valor dos investimentos pode cair bem como aumentar e você não pode recuperar o valor que você investiu. O que é um ISA Um ISA é uma maneira eficiente de economizar ou investir, pois todos os rendimentos e ganhos de capital decorrentes de um ISA estão isentos de qualquer responsabilidade pessoal para imposto de renda do Reino Unido e imposto sobre ganhos de capital. Existem três tipos de ISA: ações em dinheiro e ações Finanças inovadoras Um pagamento por você em um ISA em qualquer ano fiscal é chamado de subscrição. Você só pode se inscrever em um de cada tipo de ISA por ano fiscal. ISAs só podem ser mantidos em um nome exclusivo. As ISAs mantidas em nomes comuns não são permitidas. O HSBC InvestDirect e o HSBC InvestDirect Plus só oferecem ações e compartilham ISA, que é auto-selecionado. Isso significa que você escolhe os investimentos individuais a serem mantidos dentro do seu ISA a partir do intervalo disponível. O valor da maioria dos investimentos, e qualquer renda que eles geram, podem diminuir e aumentar, o que significa que você não pode recuperar o valor total que você investiu. Isto pode ser devido, em parte, às flutuações da taxa de câmbio, onde os investimentos no exterior são mantidos. A maioria dos investimentos deve ser considerado como um compromisso de médio a longo prazo, o que significa que você deve estar preparado para mantê-los por pelo menos cinco anos. Alguns têm um prazo fixo ou podem não ser acessíveis até chegarem à sua idade de aposentadoria. Para produtos com prazo fixo, você pode voltar significativamente menos do que o originalmente investido se você fizer uma retirada antecipada. O valor de quaisquer benefícios fiscais descritos depende das circunstâncias individuais. As regras fiscais podem mudar no futuro. Quanto posso me inscrever para um ISA Para o ano fiscal 20162017: Você pode se inscrever até £ 15,240 em um ISA em dinheiro ou Você pode se inscrever até £ 15,240 em ações e compartilhar ISA ou Você pode se inscrever até £ 15,240 em Uma ISA financeira inovadora ou você pode dividir a libra 15,240 em todos os três tipos de ISA conforme você escolhe As assinaturas do ano fiscal atual devem ser transferidas no total, mas as assinaturas dos anos fiscais anteriores podem ser transferidas total ou parcialmente. Por favor, note que, se uma subscrição de ISA de dinheiro do ano fiscal atual for transferida para ações e ações da ISA, de acordo com os regulamentos da ISA, a reabsorção retrospectiva foi inscrita diretamente nas ações e compartilha o ISA. Por favor, note que todos os anos, todos os gerentes da ISA devem informar os detalhes das assinaturas do ISA feitas por seus clientes para HM Revenue amp Customs (HMRC) para que HMRC possa verificar se os indivíduos não excedem os limites. O valor da maioria dos investimentos, e qualquer renda que eles geram, podem diminuir e aumentar, o que significa que você não pode recuperar o valor total que você investiu. Isto pode ser devido, em parte, às flutuações da taxa de câmbio, onde os investimentos no exterior são mantidos. A maioria dos investimentos deve ser considerado como um compromisso de médio a longo prazo, o que significa que você deve estar preparado para mantê-los por pelo menos cinco anos. Alguns têm um prazo fixo ou podem não ser acessíveis até chegarem à sua idade de aposentadoria. Para produtos com prazo fixo, você pode voltar significativamente menos do que o originalmente investido se você fizer uma retirada antecipada. O valor de quaisquer benefícios fiscais descritos depende das circunstâncias individuais. As regras fiscais podem mudar no futuro. Como posso inscrever-me Para se inscrever para um estoque HSBC InvestDirect e compartilhar ISA, faça login na sua conta InvestDirect ou InvestDirect Plus e selecione ISA na página de Produtos e Serviços ndash e siga as diretrizes fornecidas. Alternativamente, você pode nos ligar no 03456 080848 dagger. Este produto é oferecido sem conselhos e, como tal, não somos obrigados a avaliar a adequação deste produto para você. Isso significa que a proteção oferecida pelas regras da Autoridade de Conduta Financeira sobre a avaliação da adequação não se aplicará a esta transação. O valor da maioria dos investimentos, e qualquer renda que eles geram, podem diminuir e aumentar, o que significa que você não pode recuperar o valor total que você investiu. Isto pode ser devido, em parte, às flutuações da taxa de câmbio, onde os investimentos no exterior são mantidos. A maioria dos investimentos deve ser considerado como um compromisso de médio a longo prazo, o que significa que você deve estar preparado para mantê-los por pelo menos cinco anos. Alguns têm um prazo fixo ou podem não ser acessíveis até chegarem à sua idade de aposentadoria. Para produtos com prazo fixo, você pode voltar significativamente menos do que o originalmente investido se você fizer uma retirada antecipada. O valor de quaisquer benefícios fiscais descritos depende das circunstâncias individuais. As regras fiscais podem mudar no futuro. Dagger Nosso horário de funcionamento é de segunda a sexta-feira das 7.30 a 9.30 da manhã (excluindo feriados), sábado das 10h00 às 16h00, domingo Dedo fechado Nosso horário de funcionamento é de segunda a sexta-feira das 7.30 a 9.30pm (excluindo feriados), sábado 10.00 da manhã Até às 16:00, domingo fechado. Para nos ajudar a melhorar continuamente o nosso serviço e no interesse da segurança, podemos monitorar e registrar suas comunicações conosco. Quanto tempo demora para abrir um estoque HSBC InvestDirect e compartilhar ISA Uma vez concluída, seu aplicativo on-line será revisado. Se tudo estiver em ordem, sua conta estará aberta dentro de três dias úteis. Se você se inscrever por telefone e sua conta é aceita, sua conta estará aberta dentro de três dias úteis. Bem, envie-lhe uma declaração pós-venda confirmando as respostas fornecidas no telefone ndash, você deve verificar estas e entre em contato conosco se alguma das informações da declaração estiver incorreta. O valor da maioria dos investimentos, e qualquer renda que eles geram, podem diminuir e aumentar, o que significa que você não pode recuperar o valor total que você investiu. Isto pode ser devido, em parte, às flutuações da taxa de câmbio, onde os investimentos no exterior são mantidos. A maioria dos investimentos deve ser considerado como um compromisso de médio a longo prazo, o que significa que você deve estar preparado para mantê-los por pelo menos cinco anos. Alguns têm um prazo fixo ou podem não ser acessíveis até chegarem à sua idade de aposentadoria. Para produtos com prazo fixo, você pode voltar significativamente menos do que o originalmente investido se você fizer uma retirada antecipada. O valor de quaisquer benefícios fiscais descritos depende das circunstâncias individuais. As regras fiscais podem mudar no futuro. Como faço para financiar os meus estoques HSBC InvestDirect e ações ISA Você pode transferir fundos da sua Conta de Liquidação do InvestDirect do HSBC ou da Conta HSBC InvestDirect Plus Sterling Cash (conforme aplicável aos seus estoques HSBC InvestDirect e ações ISA) usando a seção de transferência entre contas em nosso site . Seu ISA será creditado imediatamente e esta subscrição irá contar para o limite anual de ISA. Quando o seu ISA for aberto, forneça o código de classificação de seis dígitos e o número de conta de oito dígitos para seus estoques do HSBC InvestDirect e compartilha o ISA. Você pode usar isso para fazer pagamentos eletrônicos usando a Internet Internet Banking. Você não poderá negociar dentro de seus estoques HSBC InvestDirect e compartilhar ISA até que tenha sido financiado. O valor da maioria dos investimentos, e qualquer renda que eles geram, podem diminuir e aumentar, o que significa que você não pode recuperar o valor total que você investiu. Isto pode ser devido, em parte, às flutuações da taxa de câmbio, onde os investimentos no exterior são mantidos. A maioria dos investimentos deve ser considerado como um compromisso de médio a longo prazo, o que significa que você deve estar preparado para mantê-los por pelo menos cinco anos. Alguns têm um prazo fixo ou podem não ser acessíveis até chegarem à sua idade de aposentadoria. Para produtos com prazo fixo, você pode voltar significativamente menos do que o originalmente investido se você fizer uma retirada antecipada. O valor de quaisquer benefícios fiscais descritos depende das circunstâncias individuais. As regras fiscais podem mudar no futuro. Informações importantes sobre o produto O que você precisa saber O InvestDirect permite que você negocie ações do Reino Unido, gilts (títulos do governo do Reino Unido) e a maioria dos fundos negociados em bolsa listados pelo Reino Unido. O InvestDirect Plus oferece benefícios adicionais 8211 que permitem trocar as ações dos EUA, emprestar contra o seu portfólio e tomar Vantagem de uma tarifa de comerciante freqüente Existem ferramentas de pesquisa interativas para ajudá-lo a tomar decisões informadas sobre o que e quando trocar. Você pode criar um portfólio virtual que permite testar suas estratégias de negociação. A negociação dentro de uma conta de poupança individual (ISA) InvestDirect. Mantenha seu imposto sobre a participação acionária eficiente 8211 você decide quais ações comprar e vender e qualquer crescimento está livre do imposto sobre ganhos de capital. O valor da maioria dos investimentos, e qualquer renda que eles geram, podem diminuir e aumentar, o que significa que você não pode recuperar o valor total que você investiu. Isto pode ser devido, em parte, às flutuações da taxa de câmbio, onde os investimentos no exterior são mantidos. A maioria dos investimentos deve ser considerado como um compromisso de médio a longo prazo, o que significa que você deve estar preparado para mantê-los por pelo menos cinco anos. Alguns têm um prazo fixo ou podem não ser acessíveis até chegarem à sua idade de aposentadoria. Para produtos com prazo fixo, você pode voltar significativamente menos do que o originalmente investido se você fizer uma retirada antecipada. O valor de quaisquer benefícios fiscais descritos depende das circunstâncias individuais. As regras fiscais podem mudar no futuro. Como funciona Bem, abra uma conta de investimento para você onde suas ações e ações serão realizadas eletronicamente em nome da nossa empresa indicada. Você continua sendo o beneficiário efetivo das ações. Você pode transferir todos os ISAs, valores mobiliários e quaisquer certificados de compartilhamento de papel em sua conta InvestDirect usando os formulários em nosso site. Tenha em conta que isso pode levar até seis semanas para transferir. Com o InvestDirect, você pagará por ações através de uma Conta de Liquidação que configuramos para você e link para a sua conta atual do HSBC. InvestDirect tem um limite de negociação inicial de 16310.200 (sujeito a nossos critérios), o que significa que os negócios são colocados e ainda Resolver não deve exceder esse limite de negociação. Você precisa garantir que haja dinheiro suficiente na sua conta corrente de HSBC designada no dia da execução de uma negociação para atender aos custos de qualquer compra na data de liquidação. O InvestDirect Plus usa uma conta de caixa Sterling que está bem configurada para você. Isso não está vinculado à sua conta atual HSBC nomeada, então você deve financiá-la para negociar. InvestDirect Plus não tem limite de negociação 8211, você pode comprar ações até o valor do dinheiro em sua conta Sterling Cash InvestDirect e InvestDirect Plus são apenas serviços de compartilhamento de execução. Nós não damos conselhos sobre o compartilhamento. Este produto é oferecido sem conselhos e, como tal, não somos obrigados a avaliar a adequação deste produto para você. Isso significa que a proteção oferecida pelas regras da Autoridade de Conduta Financeira sobre a avaliação da adequação não se aplicará a esta transação. Como você não será registrado no Registo da empresa, você não receberá nenhuma correspondência ou ativo da empresa em que você detém ações. No entanto, informá-lo-emos sobre quaisquer ações corporativas, por exemplo, questões de direitos, nos quais recebemos a devida notificação da empresa. As instruções para isso podem ser feitas on-line, por carta ou por telefone. Para obter mais informações sobre nossas contas de nomeação, consulte os Termos e Condições HSBC InvestDirect e HSBC InvestDirect Plus. O que custa No último dia útil de cada trimestre do calendário, você receberá uma Taxa de Conta da libra10.50 (incluindo o IVA). Isso é pagável trimestralmente em atraso, sendo a primeira cobrança realizada em 31 de março de 2016. Isso está sujeito à manutenção da conta por um trimestre civil completo. Você pode comprar e vender ações on-line por uma taxa fixa de 16312,95 por ação (incluindo negócios dentro de um ISA) para negócios on-line e de 16329,95 para negócios por telefone. A taxa de negociação on-line pound12.95 será reduzida para 10.50 com efeitos a partir de 1 de abril de 2016. Se você tem uma conta InvestDirect Plus, você pode se beneficiar de nossa tarifa competitiva Frequent Trader de apenas 1637.95 por ação depois da sua 9ª troca em um trimestre civil . A tarifa de comerciante frequente aplica-se apenas a negócios em ações do Reino Unido, gilts e Exchange Traded Funds. Não cobramos por transferir ações para sua conta e não temos nenhuma inatividade ou taxas de gerenciamento. No entanto, há uma taxa para transferência de estoque de sua conta, seja para outro corretor ou diretamente para você no formulário de certificado. Consulte as nossas tarifas e taxas (PDF) para obter mais informações. Informações sobre o fornecedor do produto InvestDirect e InvestDirect Plus são fornecidos pelo HSBC Bank PLC, que é autorizado e regulamentado pela Autoridade de Conduta Financeira. Dagger Nosso horário de funcionamento é de segunda a sexta-feira das 7.30 às 21h30 (excluindo feriados), sábado das 10h às 16h, domingo fechado. Para garantir que realizemos suas instruções com precisão, para nos ajudar a melhorar continuamente nosso serviço e no interesse da segurança, registraremos e monitoraremos suas comunicações conosco. Requisitos de elegibilidade Para comprar e vender ações através do InvestDirect ou do InvestDirect Plus, você deve ser: um residente do Reino Unido e pelo menos 18 anos de idade registrado para o nosso serviço bancário pessoal na Internet. Tenha uma conta corrente do banco HSBC. Coisas que você deve saber O valor dos investimentos ( E qualquer receita recebida deles) pode cair bem como aumentar e você pode não recuperar o que você investiu. Para alguns investimentos isso também pode acontecer como resultado das flutuações da taxa de câmbio, pois as ações e os fundos podem ter uma exposição aos mercados estrangeiros. Se você quiser aproveitar nossa facilidade de reserva de negociação, esperamos que você deposite pelo menos 16310.000 de ações elegíveis em sua conta do InvestDirect Plus. Sugerimos que você deposite essas ações antes de enviar seu pedido de reserva de negociação. A reserva de negociação está sujeita a um limite de crédito variável de até 50 do valor das ações elegíveis detidas em sua conta. InvestDirect e InvestDirect Plus são execução apenas compartilham os serviços de negociação. Nós não damos conselhos sobre negociação de ações. Este produto é oferecido sem conselhos e, como tal, não somos obrigados a avaliar a adequação deste produto para você. Isso significa que a proteção oferecida pelas regras da Autoridade de Conduta Financeira sobre a avaliação da adequação não se aplicará a esta transação. Como você não será registrado como proprietário de ações da empresa com o Registrador da empresa, você não receberá nenhuma correspondência ou ativo de benefícios da companhia na qual você detém ações. No entanto, informá-lo-emos sobre quaisquer ações corporativas, por exemplo, questões de direitos, nos quais recebemos a devida notificação da empresa. As instruções para isso podem ser feitas on-line, por carta ou por telefone. Para obter mais informações sobre nossas contas de nomeação, consulte os Termos e Condições HSBC InvestDirect e HSBC InvestDirect Plus. InvestDirect e InvestDirect Plus são fornecidos pelo HSBC Bank PLC, que é autorizado e regulado pela Autoridade de Conduta Financeira. O valor dos investimentos (e qualquer receita recebida deles) pode cair e aumentar e você não pode recuperar o valor investido. Para alguns investimentos isso também pode acontecer como resultado das flutuações da taxa de câmbio, pois as ações e os fundos podem ter uma exposição aos mercados estrangeiros. A maioria dos investimentos deve ser considerado como um compromisso de médio a longo prazo, o que significa que você deve estar preparado para mantê-los por pelo menos cinco anos. O valor de quaisquer benefícios fiscais descritos depende das circunstâncias individuais. As regras fiscais podem mudar no futuro. 8224 Nosso horário de funcionamento é de segunda a sexta-feira das 7.30 às 21h30 (excluindo feriados), sábado das 10h00 às 16h00, o InvestDirect e investDirect plus fechados no domingo são serviços de execução exclusiva. Não fornecemos conselhos sobre o investimento. Esses serviços são oferecidos sem conselhos e, como tal, não somos obrigados a avaliar a adequação desses serviços para você. Isso significa que a proteção oferecida pelas regras da Autoridade de Conduta Financeira sobre a avaliação da adequação não será aplicada. O JavaScript está atualmente desativado neste dispositivo de computador. Como tal, os cookies para este site estão atualmente desativados. Para ter acesso a todos os recursos do nosso site totalmente otimizado, habilite suas configurações de Javascript através do seu navegador. Para obter uma lista de todos os cookies que usamos e o que eles fazem, leia nossa Política de Cookies. Produtos amp ServicesAnalysis and development strategy of HSBC bank Publicado: 23 de março de 2015 Última edição: 23 de março de 2015 Este ensaio foi submetido por um aluno. Este não é um exemplo do trabalho escrito por nossos escritores de ensaios profissionais. Introdução No mundo de hoje, a competição está ficando intensa em todos os campos, especialmente no mundo dos negócios. Se todas as organizações tiverem que concorrer na competição e alcançar o sucesso, cada organização deve seguir a abordagem de gerenciamento estratégico. Diferentes abordagens têm guiado as indústrias para aproveitar ao máximo as oportunidades e enfrentar os desafios que são bastante comuns no meio ambiente das empresas. A abordagem de gerenciamento estratégico de qualquer organização é principalmente para ajudar a manter e manter os pontos fortes da organização e para ajudar a alcançar as metas e objetivos da organização. O objetivo principal desta tarefa é realizar uma análise tomando estrategicamente o exemplo de uma organização. Diferentes ferramentas do mercado, como porteiros, Five Forces Analysis e PESTLE serão usadas aqui. Também utilizou concorrentes HSBC usando a análise SWOT. Visão geral do HSBC Bank HSBC é bem conhecido por todos como um dos maiores serviços bancários e indústrias financeiras no meio ambiente. A sede do HSBC está localizada em Londres e tem redes a nível internacional onde existem mais de 10.000 escritórios. Estes estão localizados em mais de 82 estados na Ásia, Europa, América, países do Oriente Médio e África. A HSBC Company possui cerca de 200 mil accionistas em mais de 100 países. A rede está conectada através do uso da tecnologia e da internet pela qual a empresa pode oferecer um bom alcance e também conseguiu alcançar serviços financeiros que também incluem serviços bancários em serviços de investimento, comerciais e financeiros que podem ser pessoais e outros serviços. O HSBC acredita em uma filosofia que dá importância aos princípios e valores. Estratégias usadas pelo HSBC Para o HSBC alcançar sucesso e ganhar as vantagens na competição, vem usando várias estratégias. Ele usou uma das estratégias chamadas Gestão de Crescimento. Isso ajudou a empresa a desenvolver mais e também ajudou a fortalecer a organização. Como a empresa estabeleceu seu principal objetivo de liderar os serviços bancários e financeiros, a organização usou a estratégia que procura ajudar e manter a posição de destaque no mercado. O HSBC estava usando o HRM estratégico que oferece valores abrangentes e intensos para os funcionários. Se os funcionários são motivados e produtivos, ajudam a organização a alcançar seu objetivo. Além disso, a empresa implementou o gerenciamento de relacionamento entre os clientes e o empregador, a fim de estabelecer relações com os clientes em todo o mundo. O principal objetivo do CRM é garantir que a organização esteja sempre atenta às demandas e necessidades dos clientes. Ao usar a internet e a tecnologia da informação, o HSBC conseguiu alcançar os clientes em todo o mundo e também lhes deu serviços satisfatórios e de qualidade. O HSBC usou gerenciamento estratégico para se certificar de que o negócio os ajudará a obter lucros a nível local e a nível internacional. A empresa está ciente de que possuir um bom nome na indústria sempre o ajudará a tornar-se mais agradável pelos clientes. Eles também acreditavam na implementação de uma responsabilidade a nível corporativo que ajuda a reconhecer a responsabilidade para os clientes. A organização garante que os princípios de conduta sejam sempre aspirantes aos empregados. A estratégia de negócios do HSBC se concentra nos seguintes grupos de clientes. Eles são serviços de serviços bancários comerciais de serviços financeiros pessoais Para se certificar sobre as demandas dos clientes e clientes, o HSBC também usou outra estratégia para cada grupo de clientes. O HSBC teve a percepção de que, com gerenciamento efetivo, relatórios externos e internos do grupo de clientes, os clientes estarão mais satisfeitos. A outra estratégia usada pelo HSBC é chamada de Branding. Isso é considerado uma das estratégias importantes usadas pelo HSBC. Por isso, a organização conseguiu alcançar todos os clientes em todo o mundo e também conseguiu liderar a posição no mercado de negócios. Análise de concorrentes (Análise SWOT) Os rivais do HSBC foram capazes de atender às necessidades e demandas dos clientes em todo o mundo. Ao usar a internet e a tecnologia da informação, os concorrentes HSBC podem usar todos os recursos para o desenvolvimento de novos serviços e produtos que os clientes gostariam. Além disso, a combinação das grandes empresas foi considerada como um dos pontos fortes do HSBC. Sua força também reside na imagem de uma organização de marca e liderança no mercado. Fraquezas A falta de recursos é considerada uma fraqueza na empresa rival do HSBC. Por isso, a organização não poderá manter a vantagem na competição. Além disso, as empresas rivais do HSBC não têm a capacidade de atingir o número de clientes devido à barreira da distância. A falta de gerenciamento bom e efetivo também é uma das fraquezas dos concorrentes do HSBC. Eles também podem ter alguma fraqueza em vista da baixa abordagem de marketing e da imagem como organização de marca. Algumas das pequenas empresas podem ter uma fraqueza para fidelizar os clientes. Oportunidades As empresas rivais do HSBC podem ter as seguintes oportunidades. Condições favoráveis ​​e produtivas no mercado. Alterando os regulamentos no mercado em relação à concorrência. Construir boas relações entre o cliente e o cliente. Para usar o suporte tecnológico avançado. As empresas rivais do HSBC também foram afetadas por algumas das ameaças no mercado. Alguns deles são os seguintes: condições não tão favoráveis ​​no mercado que poderiam constituir um obstáculo para a posição da empresa e para obter as vantagens. Quando há novos operadores e novos negócios que poderiam dar mais concorrência para a organização. Quando o negócio é lento em relação aos outros. Devido à revisão dos regulamentos do governo e às políticas e as mudanças na tecnologia. Não há dúvida de que o ambiente do mercado é muito complicado. As organizações devem considerar uma série de fatores que dependem principalmente das novas configurações e tendências no mercado. A maioria das indústrias tende a usar uma estratégia distinta e única para poder lidar com a concorrência. Várias maneiras foram adotadas pelas empresas sobre como a administração poderá construir uma estratégia. Isso deve ser constantemente analisado e avaliado e deve ser atualizado em relação às mudanças que acontecem no mercado. O HSBC é bem conhecido por usar uma série de estratégias para atender às necessidades e exigências dos clientes. A análise crítica do mercado provou que esta empresa cresceu mais do que seus concorrentes apenas por usar as estratégias para se conectar com os clientes. Se qualquer empresa escolher a estratégia única e correta, há uma grande chance de a organização alcançar o sucesso e atingir os objetivos organizacionais e também atuar como líder no mercado. Visão, Missão, Objetivos e Medidas Gerenciando para o Crescimento O HSBC mantém uma estratégia de crescimento que é usada de várias maneiras. Uma parte importante do HSBC para crescer é a aquisição. Para focar no aprimoramento da cultura de geração de receita HSBC. Para desenvolver a marca ainda Para manter o custo estrategicamente Para manter uma boa posição de risco no mercado Para investir mais nas pessoas Seguindo a estratégia do HSBC, os clientes tendem a permanecer no centro usando esta estratégia especial, em cinco grupos de clientes em todo o mundo. Também o HSBC manteve-se para posicionar-se como banco líder mundial para se aproximar de cada país misturando o conhecimento com o local e internacional. A proposição dos clientes será calculada usando um espectro de relações de gerenciamento intensas e outros serviços. Tomando o HSBC como um todo, será necessário concentrar-se nas atividades nas áreas onde o crescimento e a massa são descobertos. A estratégia do HSBC é focada principalmente nos grupos de clientes que compõem dos seguintes serviços. Serviços financeiros pessoais, que também inclui Premier for HSBC. Banca comercial que inclui empresas médias e pequenas e também inclui empresas de Middle Market. Investimento e Banca Empresarial Private Banking do Grupo A administração cobre a maior parte do país, Europa, América, Ásia e também países do Oriente Médio. Produtos aprimorados O HSBC aprimorou alguns dos produtos que são importantes para certos grupos de clientes. Daqueles alguns são gerenciados e coordenados com interesse especial. Especialmente os cartões são aprimorados pela exploração da experiência e pelas plataformas que o Lar forneceu. A gestão de caixa considera a escala internacional e inclui a administração do Fundo, Gestão de Seguros de Ativos e também benefícios para Aposentadoria. Esses tipos de aprimoramentos ajudarão frequentemente o grupo a garantir que a empresa tenha a capacidade necessária para satisfazer os clientes, especialmente em certos casos em que os produtos são frequentemente vendidos a nível internacional e para fazer uso da experiência do produtos. Usando diferentes ferramentas de marketing para fazer a análise. Como já foi mencionado, a organização HSBC é analisada pelo uso de certas ferramentas de Marketing. A Análise utilizada para isso é análise de PESTLE e Modelo de Forças Cinco de Porters. PESTLE Análise Aspectos políticos Existem certas regras, políticas e regulamentos que foram formulados que servem para proteger a organização. Essas políticas e procedimentos são projetados pelos respectivos governos onde foram operados. O HSBC conseguiu aderir às políticas que foram formuladas por cada um dos governos para garantir que a organização possa operar as atividades do negócio efetivamente e com sucesso. Além disso, a organização também projeta suas próprias estratégias sobre as demais limitações e restrições governamentais. Aspectos econômicos Como bem conhecido de todos como a maior e líder empresa em relação ao setor financeiro e bancário, o HSBC alcançou sucesso e estabilidade no status econômico. Embora o HSBC enfrente perigos de várias partes do mundo, o gerenciamento garante que eles poderão superar esses problemas e sempre tentar manter as boas condições econômicas. Aspecto social A situação na sociedade afeta a organização HSBC onde são operados. Apesar disso, a empresa tenta muito garantir que todas as sociedades tenham as mesmas oportunidades para tirar proveito dos recursos fornecidos pela empresa. A organização adere à sociedade a que pertence uma boa relação e reputação. Aspecto Tecnológico A empresa vem fazendo uso da tecnologia avançada. Descreve claramente como a empresa vem operando desde os últimos anos aproveitando a tecnologia da informação. Com isso, a empresa conseguiu alcançar os clientes em todo o mundo. Isso ajudou a estar ciente das últimas coisas no mercado. Também ajudou na melhoria das operações e das produções. Aspectos legais As políticas, os procedimentos, os regulamentos e as regras formuladas para proteger a empresa por diferentes governos a nível local e internacional sempre permitem que as organizações sejam mais cuidadosas tendo em vista suas atividades comerciais. Para evitar tais problemas, o HSBC garante que todas as ações devem ser processadas legalmente e são mantidas em alto nível padrão. Aspectos ambientais A proteção ambiental é um aspecto importante que é considerado pela maioria dos negócios. Se isso não for dado importância, há uma chance de problemas na sociedade. Para evitar tais problemas, o HSBC desenvolveu uma estratégia para se proteger e aderir com essa necessidade. A empresa também tenta participar de muitas campanhas que se destinam a proteger o meio ambiente. Também patrocina algumas das organizações que possuem esse tipo de interesse em proteção ambiental. Porters Five Forces Analysis Esta análise explica principalmente os aspectos do ambiente externo da organização. Muitas vezes, esses fatores podem afetar várias organizações em relação à concorrência. Estas são consideradas como as forças que impulsionam a concorrência, pois garantem que o negócio seja gerado com a correlação de cinco fatores diferentes. Esses fatores são tão fáceis. Competição de rivalidade entre as indústrias Comprar o poder dos clientes Potência do fornecedor Ameaças que poderiam ocorrer por novos participantes Introdução de produtos ou serviços de substituição no mercado Com uma compreensão clara dos fatores acima, a empresa consegue construir as estratégias para alcançar o sucesso. Força 1: A Intensidade da Rivalidade HSBC é dito ter muitos rivais no setor financeiro e bancário. O montante da rivalidade permitiu ao HSBC usar diferentes estratégias que são muito eficazes e úteis para manter a liderança no mercado. Quando suas rivalidades tendem a melhorar suas capacidades, o HSBC conseguiu desenvolver um plano estratégico para garantir que eles deveriam ser considerados como a primeira escolha pelos clientes no setor bancário. Força 2: A ameaça de entrada O HSBC tem a possibilidade de enfrentar o número de ameaças por causa de muitos lucros no mercado. Ter a ameaça de novas empresas de entrada pode quebrar uma organização como o HSBC. Com relação a isso, o HSBC conseguiu estabelecer certas barreiras para garantir que liderassem o mercado. O HSBC também faz uso da imagem de marca para garantir a estabilidade da fidelização de seus clientes. Force 3: The Threat of Substitutes In the market there is always introduction of new services and products by the competitors. The substitute products could give a threat to the profits of HSBC and makes the organization to work even harder to maintain its top position. The HSBC strategy has focussed on 4 segments which have helped to meet the demands and needs of all the customers which decreased the influence of any other substitute products. Force 4: Buyer Power The buyer power is considered as one of the most important forces which could affect the values occupation which has been established by the organization. The size and the concentration of the customer are the important determinants of the force. HSBC managed to satisfy its customers effectively which has also helped the company to gain the loyalty and satisfaction of the customers. The HSBC strategy helped the organization to lead the world in the banking sector. Force 5: Supplier Power The buyer power is reflected by the supplier power. When the force is analysed in view of this, the focus is mainly on the size and suppliers concentration which could also be related to the customers. The differentiation degree is also given focus about the materials which are supplied by the organization. The company can be able to charge the market which they target according to the price difference for all the buyers. It is implified that the supplier power describes the audience. The vision of the HSBC Company is to stand as the greatest and special group in the banking sector which has been driven by the commitment to the values and core philosophies. Enabling Excellence through Partnership The strategic objectives are achieved with the partnership from the associates and customers. HSBC always provides a comprehensive range of services in financial sector, private finances services corporate banking, commercial, investment and private banking, and also other activities by the maintenance of network at local and international level, with the help of advanced technology and the rapid growth of e-commerce. The company aims to provide quality service in a timely fashion and cost efficient way being in line with the standards of the company. Strategic intent and missionvision Purposes of the firm The intent of HSBC strategy is to be the customers first choice in the financial and the banking needs. The products and the services have been designed to give convenience to its customers. What goals to be achieved Providing quality services in the banking and financial services to the market which they target whilst giving value to the employees of the company, its management and the shareholders is the main aim of HSBC. The company also aims to reach all the customers across the globe by the online activities and the websites. Any formal missionvision statement The mission statement of the company is being the greatest and specialized group in the banking sector which is run by a commitment by giving values and adhering to its philosophies. The company aims to lead the market and deliver a great service based upon the outstanding services, sales and solutions. In addition to that the company aims to achieve long term, superior and returns which are ethically based for the shareholders of the company, and to build a performance team which is motivated and which performs well. Also aims to create an environment which could be rewarding, challenging and convenient for the employees. Strategy implementation a. How does the firm implement the chosen strategies An intensive planning helps the firm to implement a strategy which they chose. This is done with the help from management and the leaders. In addition to that the efficient and effective leadership in the organization gives a responsibility to the team and the management networks as the total capacity of the performance in terms of activities and development is based upon it. How effective On the basis of the analysis, it is understood that implementing the HSBC business approach has been quite effective because of the advantage in the competition and its position in the market. Making use of the planning helps to monitor the implementation strategically. Evaluation of action planstactics (key actions) The evaluation of the plans of HSBC has helped the company to lead the market. By taking this information, the organization should be able to continue to find an innovative program and relate effectively with the other companies in the market. The company also tends to maintain good relationships with the customers and the shareholders. This is done effectively and efficiently by the company for the operations to be done continuously. The company conceptualizes and implements approach strategically so that it will be able to set certain trends in the industry of finance and banking. Apart from development of the strategies, the company also focuses on building the customer and employee relationships. Customers are given high priority as they are the main reason for any business to be alive in the market. The HSBC strategic contains of eight imperatives. Brand: The hexagon symbol of the HSBC is one among the leading brands for the experience of the customer and the social responsibility at the corporate level. Personal Financial services: the growth in the markets and with the help of different channels at appropriate timing to make HSBC the strongest company and to play across the globe in personal financial services. Consumer Finance: to extend the reach of the business to already existing customers with a wide range of products and penetrate into new markets. Commercial Banking: to make the most out of the companys international base for the customers with effective management of the relationship and more improved offerings in all the market in all the groups. Corporate Markets and Investment Banking: to increase the growth with the enhancement of the markets and capabilities focused on the service of the client in certain sectors where the company has critical strength and relevance. Private Banking: to serve the highest value of the group and the personal clients of the company across the world. People: HSBC tends to attract the people, motivate them and develop them helping the company to achieve success. and TSR: To fulfil the TSR target by achievement of strong performances regarding earnings of the growth of the share. The HSBC has developed to be the leader among the banking sector. It is the largest bank in the Hong Kong and in China it is the largest and first foreign bank. It gives importance to the value of the shareholders and also believes in the talent of the employees working for the company. The company wish to stay on the top facing the competition, maintains a good brand image, well established customer loyalty well controlled of the costs of the operations and the ongoing adjustment of the business to cater for the needs of the customer. By this success it was quite useful in evaluating the development of the strategy of the company. This is mainly to examine the strategies of the HSBC to be aware of the mission, vision and in turn to be able to apply for the developmental strategies for other organizations. Global Development Strategy of HSBC By end of year 2003, the company has launched the program called Managing for Growth which was a strategic plan to provide the organization with a blue print for the growth. This helps to build up companys strength and it addresses about the areas where the need for more improvement is required and which could be achieved. The core values of the company is integral for the strategy in order to communicate with the customers, employees, shareholders and to compromise on the long term, client relationships, increased productivity with a good team work, ambitious, to be international in its outlook and the character. Also there have been several elements in the achievement of the development of the objectives which includes the speeding up of the growth of the revenue, development of the brand, improving the productivity and maintainance of the risk management. Development of the employees skills is given so much importance by the company to make sure that all the employees can understand how they can contribute for the achievement of the objectives set. Strategic Marketing Perspective A number of concepts are important taking into concern about the strategic marketing. These are important as they are the ones to determine the strategies of the company. These include the determining of the needs of the customers, focusing on the development of the product and the exchange happening between the consumers and the producers in the market. These concepts have become the basis of HSBC and helped to develop the strategies and to maintain the reputation across the world. The very first strategy is to make the customers to be at the heart of the companys strategy. They have got specific approaches for all the groups of the customers which are located in North and South America, Europe, Asia and Middle East countries. The second thing is to maintain the position as the local bank in the world which helps the company to approach all the countries and by mixing up the knowledge across the country. This is considered as a good approach as all the places are different from each other with different beliefs and cultures. The last approach is for the company to concentrate certain activities on the places where the critical mass and growth are located. Some of those activities are outsourcing strategy globally. The company managed to establish in all the call centers in order to provide the services in relation to the sales and checking the accounts. The main aim of HSBC in outsourcing is to focus upon the needs of the customers. The call centers take the responsibility to answer any queries from the customers. As a response to the development of the product, the company has continued in enhancing certain products which were very important for the customer group offering of the company and some of the products to be managed at a global level. Some of these products include like HSBC cards, Management of the cash, insurance, Management of the Assets, Funds and Custody Administration and benefits for the Retirement. Also the improvement of the HSBC products makes sure that the company will have the best ability and will be able offer a great service to its customers. The development and the improvement of the product is very important as it serves as a good source to gain profits and to keep up with the trust of the consumers. The company will be able to attract even more customers whilst maintaining the old ones as well. With the improvement and development of the products, the company will be able to deliver the growth by enhancement of the culture which involves four aspects. These include the strengthening of the use of marketing as a key tool of management, which rewards the performance of the revenue, by focusing the investment on the businesses and localities where there is high potential for growth which can be achieved continuously when these aspects are implemented in an effective and efficient manner in the market. The brand image of the company has been affecting the relationship between the consumers and the producers in the market. Everyone knew that maintaining brand image brings success to the organization and HSBC was equally strong to get that image. It managed to accommodate the variety at the product at local an international level. This also helps in establishment of a reputation, which is quite essential for the company to be familiar and for the market to react favourably with the company. The brand image helps to hold associations which are strong, favorable and unique. It also helps in tying up with stronger companies and gain reputation globally. Essay Writing Service Fully referenced, delivered on time, Essay Writing Service. Business Essays - Marketing Strategies HSBC Published: 23rd March, 2015 Last Edited: 23rd March, 2015 This essay has been submitted by a student. Este não é um exemplo do trabalho escrito por nossos escritores de ensaios profissionais. HSBC Marketing Strategies One of the largest banking and financial services organisation in the world is known as the HSBC Group. It has established businesses in Europe, the Asia-Pacific region, the Americas, the Middle East and Africa. In 1991, HSBC holdings were incorporated in England, with its head office based in London. In 1999, the company established its international brand name, which ensured that the Groups corporate symbol became a familiar sight all across the world. HSBC differentiates its brand name from those of its competitors by describing the unique characteristics which distinguish HSBC, namely being, The worlds local bank. As at 31st December 2004, its total asset was valued at pound660 billion. It has over 9,800 offices worldwide. It employs over 253, 000 people, across different countries and territories. Its shares are held by around 200,000 people in some 100 countries and territories. The companys shares are also traded on most of the worlds renowned stock exchanges, namely, London, Paris, New York, and Bermuda stock exchanges respectively. One of the major tools it uses for functionality on a worldwide scale is the companys use of information technology. Its e-business channels include the internet, PC banking, interactive TV, and telephone banking. It maintains its own private network (intranet and extranet), in which HSBCs websites attracted 900 million visits in 2004. The HSBC group provides a comprehensive range of financial services namely: Personal Financial Services: It has over 100 million personal consumers worldwide (including Consumer Finance customers). It provides a full range of personal finance services, including current and savings accounts, mortgages, insurance, loans, credit cards, pensions, and investment services. It is one of the worlds top ten issuers of credit cards. Consumer Finance: The Companys Finance Corporations consumer finance business ensures point of sale credit to consumers, and lends money and provides related services to meet the financial needs of everyday people. In 2004, it completed the integration of its former household businesses. Commercial Banking: HSBC is a leading provider of financial services to small, medium-sized and middle market enterprises. The group has over two million such customers, including sole proprietors, partnerships, clubs, and associations, incorporated businesses and publicly quoted companies. In the UK, 209 Commercial Centre were launched to provide improved relationship management for higher value small-medium-sized enterprise customers, while in Hong Kong, Business Banking Centres, were expanded to provide a one-stop service. Corporate Investment Banking and Markets: Tailored financial services are provided to corporate and financial clients. Business lines include Global Markets, Corporate and Institutional Banking, Global Transaction Banking, and Global Investment Banking. Global Markets includes foreign exchange, fixed income, derivatives, equities, metals trade, and other trading businesses. Corporate and Institutional Banking covers relationship management and lending activities. Global Transaction Banking includes payment and cash management, trade services, supply chain, securities services, and wholesale banknotes businesses. Global Investment Banking involves investment banking advisory, and investment banking financing activities. Private Banking: HSBC is one of the worlds top private banking businesses, providing financial services to high net worth individual and families in 70 different locations. HISTORY OF THE HONGKONG AND SHANGHAI BANKING CORPORATION The HSBC group evolved from The Hong Kong and Shanghai Banking Corporation Limited, which was founded in 1865 in Hong Kong with offices in Shanghai, London, and an agency in San Francisco, USA. The company expanded primarily through already established offices in the banks name until the mid 1950s when it began to create or acquire subsidiaries. The following are some of the key transitions in the Groups growth and history since 1959. In 1959, HSBC acquired the British Bank of the Middle East formerly known as the Imperial Bank of Persia. In 1965, it acquired a majority shareholding of the Hang Seng Bank Limited. In 1971, the British Bank of the Middle East acquired a minority stake of 20 in the Cyprus Popular Bank Limited, which currently trades as the Laiki Group. In 1972, Midland Bank acquired a shareholding in UBAF Bank Limited (now known as British Arab Commercial Bank Limited). In 1978, the Saudi British Bank is established under local control to take over the British Bank of the Middle Easts branches in Saudi Arabia. In 1980, it acquired 51 of New York States Marine Midland Bank (now known as HSBC Bank USA). At the same time Midland acquired a controlling interest leading German private bank, Trinkaus and Burkhardt (now known as HSBC Trinkaus amp Burkhardt KGaA). In 1981, HSBC established a branch in Vancouver, Canada. In the same year the Group acquired a controlling interest in Equator Holdings Limited, which was a merchant bank engaged in trade finance in sub-Saharan Africa. In 1982, Egyptian British Bank S. A.E. is formed, with the HSBC group holding a 40 stake. In 1983, Marine Midland Bank acquired Carroll McEntee and McGinley (now HSBC securities (USA) inc.), a New York based primary dealer in US government securities. In 1986, HSBC Australia was established. In 1987, it acquired the remaining shares of Marine Midland and a 14.9 equity interest in Midland Bank (now HSBC Bank Plc). In 1991, HSBC Holdings was established (as mentioned previously) its shares were traded for the first time in London and Hong Kong stock exchanges. In 1992, it purchased the remaining equity stake in Midland Bank. In 1993, it moved its head office to London. In 1994, HSBC Malaysia was established. In 1997, the group established a subsidiary in Brazil, Banco HSBC Bamerindus S. A. and acquired Roberts S. A. de Inversiones in Argentina, HSBC Brazil, and HSBC Argentina, respectively. In 1999, shares of HSBC began trading on a third stock exchange, New York. In the same year it acquired, Republic New York Corporation, which was then integrated into HSBC USA Inc and its sister company Safra Republic holdings S. A. (now known as HSBC Republic Holdings Luxembourg). At the same time Midland acquired a 70.03 stake in Mid-Med Bank Plc (now HSBC Bank Malta Plc.), the biggest commercial bank in Malta. In 2000, HSBC acquired CCF, one of the largest Banks in France. Its shares were also traded on a fourth stock exchange, Paris. The group also increased its shareholding in the Egyptian British Bank to over 90 and then later renames it HSBC Bank Egypt S. A.E. It went on to acquire Demirbank TAS, now HSBC Bank A. S. Turkeys fifth largest private Bank in 2001. Additionally, it signed an agreement to purchase 8 stake in the Bank of Shanghai. In 2002, it acquired Grupo Financiero Bital, S. A. de C. V. one of Mexicos largest financial services groups and a 10 interest in Ping An Insurance Company of China Limited, the second largest life insurance operation in China. In 2003, it acquired Household International (now HSBC Finance Corporation), a leading US consumer finance company and Lloyds TSBs Brazilian assets including Losango Promotora de Vendas Ltda, a major consume credit institution. Four French private banking subsidiaries combine to form HSBC Private Bank France. The companys insurance brokers at the same time formed a joint venture Beijing HSBC Insurance Brokers Ltd, in which it has a 24.9 stake. Hang Seng Bank also acquired about 16 of Industrial Bank Co. Ltd, a mainland Chinese Commercial Bank, and HSBC agrees to purchase 505 of Fujian Asia Bank Limited (now known as Ping An Bank Limited). In 2004, it acquired the Bank of Bermuda Ltd, a leading provider of fund administration, trust, custody, asset management, and private banking services. It also opened in a fifth stock exchange, the Bermuda stock exchange. In the same year it acquired about 20 of the Bank of Communications Limited, Chinas fifth largest bank. EXISTING LITERATURE REVIEW Around the world corporations are increasingly becoming aware of the enhanced value that corporate branding strategies can provide for an organization. According to Weitz and Wensley (1988), they define marketing strategy as an indicator that is specific towards which activities are to be targeted and the types of competitive advantages that are to be developed and exploited. Implicitly, the strategy requires clear objectives and a focus in line with an organisations corporate goals the right customers must be targeted more effectively than they are by its competitors, and associated marketing mixes should be developed into marketing programmes that successfully implement the marketing strategy, Varadarajan (1999). A strategic market plan is an outline of the methods and resources required to achieve an organisations goals within a specific target market. It takes into account not only marketing but also all the functional aspects of a business unit that must be co-ordinated. These functional aspects include production, finance and personnel. Environmental issues are an important consideration as well. The concept of the strategic business unit is used to define areas for consideration in a specific strategic market plan. Each strategic business unit (SBU) is a division, product line or other profit centre within a parent company. Each sells a distinct set of products to an identifiable group of customers, and each competes with a well defined set of competitors, Dibb et al. (2001). Each SBUs revenues, costs, investments and strategic plans can be separated and evaluated apart from those of the parent company. SBUs operate in a variety of markets, which have differing growth rates, opportunities, degrees of competition and profit making potential. HSBCs business units includes, personal financial services, consumer finance, commercial banking, corporate investment banking and markets, and finally, private banking. Strategic planners within the group therefore must recognise the different performance capabilities of each business unit and carefully allocate resources or strategically implement its business objectives in order to meet the companys long term goals. They must also ensure that the business units complement each other for the greater good of the overall business. The process of strategic market planning yields a marketing strategy that is the framework for a marketing plan. A marketing plan includes the framework and entire set of activities to be performed it is the written document or blueprint for implementing and controlling an organisations marketing activities. Thus a strategic market plan is not the same as a marketing plan it is a plan of all aspects of an organisations strategy in the marketplace, Dibb et al. (1996). A marketing plan, in contrast, deals primarily with implementing the marketing strategy as it relates to target markets and the marketing mix, Abell and Hammond (1979). To achieve its marketing objectives, an organisation must develop a marketing strategy, or a set of marketing strategies. The set of marketing strategies that are implemented and used at the same time is referred to as the organisations marketing programme. Most marketing programmes centre on a detailed marketing mix specification and include internal controls and procedures to ensure that they are implemented effectively. Through the process of strategic market planning, an organisation can develop marketing strategies that, when properly implemented and controlled, will contribute to the achievement of its marketing objectives and its overall goals. However, Harris (2002) argues that companies operating in the financial services market, particularly the big four retail banks (HSBC, Barclays, Lloyds TSB, and the Royal Bank of Scotland (with its acquisition of Natwest), primarily rely on generic marketing strategies. To formulate a marketing strategy, the marketer identifies and analyses the target market and develops a marketing mix to satisfy individuals in that market. Marketing strategy is best formulated when it reflects the overall direction of the organisation and is co-ordinated with all the companys functional areas. The strategic market planning process is based on an analysis of the broader marketing environment, by which it is very much affected. Marketing environment forces such as legal forces, political forces, technological forces, economic and competitive forces, societalgreen forces, and regulatory forces, can place constraints on an organisation and possibly influence its overall goals they also affect the amount and type of resources that a business can acquire, Dibb et al (2001). They also do create favourable opportunities as well, such as internet banking in which HSBC and Merrill Lynch created an online banking and investment facility, which has proved profitable for both companys as a whole, Eppendorfer et al. (2002). Marketing environment variables play a part in the creation of a marketing strategy. When environment variables affect an organisations overall goals, resources, opportunities or marketing objectives, they also affect its marketing strategies, which are based on the factors mentioned previously. They impact consumers needs, desires and they affect competitors plans. Now, according to Polito (2005), branding in the classic sense is all about creating unique identities and positions for products and services, hence distinguishing the offerings from competitors. Corporate branding employs the same methodology and toolbox used in product branding, but it also elevates the approach a step further into the board room, where additional issues around stakeholder relations (shareholders, media, competitors, governments and many others) can help the corporation benefit from a strong and well-managed corporate branding strategy. Not surprisingly, a strong and comprehensive corporate branding strategy requires a high level of personal attention and commitment from the CEO and the senior management to become fully effective and meet the objectives. Corporate branding is a serious undertaking that entails more skills and activities than just an updated glossy marketing facade with empty jargon. A strong corporate branding strategy can add significant value in terms of helping the entire corporation and the management team to implement the long-term vision, create unique positions in the market place of the company and its brands, and not the least to unlock the leadership potential within the organization. Hence a corporate branding strategy can enable the corporation to further leverage on its tangible and non-tangible assets leading to branding excellence throughout the corporation, Polito (2005). HSBC as stated in the latter has in recent years acquired a vast number of companies across the globe and adopted them fully under its international corporate brand with great success and within a surprising short timeframe. A strong brand is about building and maintaining strong perceptions in the minds of customers. This takes time to establish and many resources to keep, but eventually no one remembers what the local banks used to be called, and HSBC has managed to transfer the brand equities from the acquired brands into its own corporate brand equity. There are several benefits for employing a branding strategy that a corporation can exploit. First of all, a strong corporate brand is no less or more than the face of the business strategy, portraying what the corporation aims at doing and what it wants to be known for in the market place. The corporate brand is the overall umbrella for the corporations activities and encapsulates its vision, values, personality, positioning and image among many other dimensions. Think of HSBC, which has successfully implemented a stringent corporate branding strategy. HSBC employs the same common expression throughout the globe with a simple advertising strategy based on the slogan The worlds local bank. This creative platform enables the corporation to bridge between many cultural differences, and to portray many faces of the same strategy. Additionally, HSBCs brand name has enabled a number of key mergers and acquisitions (mentioned previously) around the globe, which has so far strengthened its market presence in the banking world, Brand Finance (2000). The Marketing Strategies of the HSBC Group 2005 Towards the end of 2003, HSBC launched Managing for Growth, a strategic plan that provides HSBC with a blueprint for growth and development during the next five years. The strategy is evolutionary, not revolutionary. It builds on HSBCs strengths and it addresses the areas where further improvement is considered both desirable and attainable. HSBC concentrates on growing earnings over the long term at a rate which will place it favourably when compared with its peer group. Also it focuses on investing in its delivery platforms, its technology, its people and its brand to support the future value of HSBC as reflected in its comparative stock market rating and total shareholder return (TSR). HSBC remains committed to benchmarking its performance by comparison with a peer group. Its core values are integral to its strategy, and communicating them to customers, shareholders and employees is deemed as intrinsic to the plan. These values comprise an emphasis on long-term, ethical client relationships high productivity through teamwork a confident and ambitious sense of excellence being international in outlook and character prudence creativity and customer focused marketing. Under the managing for growth scheme, eight strategic imperatives were identified as the key marketing and business strategies for 2004 - 2008. They are: Brand: make HSBC and its hexagon symbol one of the worlds leading brands for customer experience and corporate social responsibility Personal Financial Services: drive growth in key markets and through appropriate channels to make HSBC the strongest global player in personal financial services Consumer Finance: extend the reach of this business to existing customers through a wider product range and penetrate new markets Commercial Banking: make the most of HSBCs international customer base through effective relationship management and improved product offerings in all the Groups markets Corporate, Investment Banking and Markets: accelerate growth by enhancing capital markets and advisory capabilities focused on client service in defined sectors where HSBC has critical relevance and strength Private Banking: serve the Groups highest v alue personal clients around the world People: attract, develop and motivate HSBCs people, rewarding success and rejecting mediocrity and TSR: fulfil HSBCs TSR target by achieving strong competitive performances in earnings per share growth and efficiency. RESEARCH APPROACH AND METHODOLOGY EMPLOYED Research Approach The research approach will be carried out using the positivist case research approach. According to Cavaye (1996), positivist epistemology tries to understand a social setting by identifying individual components of a phenomenon and explains the phenomenon in terms of constructs and relationships between constructs. The theoretical constructs describing the phenomenon are considered to be distinct from empirical reality. Hence, empirical observations can be used to test theory. This looks at the world as external and objective. Positivism employs four major research evaluation criteria: a good research should make controlled observations, should be able to be replicated, should be generalizable and should use formal logic. Under positivism, case research findings are not statistically generalizable to a population, as the case or cases cannot be considered representative of a population, however case research can claim theoretical generalizability. This will also include comparing, contrasting and critically evaluating past and present papers, articles, journals, and established theories that have been published on the subject matter. Methodology Employed Multiple-Case Study Design This project uses the multiple case study method in order to enable analysis of data across cases and relating it to the theoretical perspectives in the available literature of marketing strategy. This enables the researcher to verify that findings are not merely the result of idiosyncrasies of research setting (Miles and Huberman, 1984). According to Yin (2002), in such a method it is important to use: multiple sources of evidence. The appropriate number of cases depends, firstly, on how much is known about the phenomenon after studying a case and secondly, on how much new information is likely to emerge from studying further cases (Eisenhardt, 1991). This paper detailed analysis about the marketing strategies employed by HSBC, in comparison to its other major competitors, namely Barclays Bank, Royal Bank of Scotland, and Citibank. Analysis of the marketing strategy of HSBC is evaluated with regard to the organisation meeting customer needs and requirements, advertising strategies and the need to increase its customer base and market share are all addressed. One wants to see if there are any matches with regard to the theoretical literature of marketing strategy and what the empirical evidence gathered says and also any mismatches. This also relates to the literature review. Qualitative Data Cavaye (1996) states that qualitative investigation refers to distilling meaning and understanding from a phenomenon and is not primarily concerned with measuring and quantification of the phenomenon. Direct and in-depth knowledge of a research setting are necessary to achieve contextual understanding. Hence, qualitative methods are associated with face-to-face contact with persons in the research setting, with verbal data (Van Mannen 1989) being gathered. Qualitative data can be collected in a number of forms. One major form of qualitative evidence is interviews, which may be recorded and later transcribed. Qualitative data are rich, full, holistic real their face validity seems unpeachable they preserve chronological flow where that is important (Miles 1979). In spite of the abovementioned, qualitative data have weaknesses (Miles 1979 Miles and Huberman, 1984). Collecting and analysing data is time-consuming and demanding. In addition, data analysis is not easy, as qualitative data analysis methods are not well established. Recognised rules of logic can be applied to verbal data in order to make sense of the evidence and to formally analyse the data. Rubin and Rubin (1995) state that it is most desirable to disclose the identities of both the case and the individuals interviewed because, The reader is able to recall any other previous information he or she may have learned about the same case from previous research or other sources in reading and interpreting the case report. The entire case can be reviewed more readily, so that footnotes and citations can be checked, if necessary, and appropriate criticisms can be raised about the published case. Nevertheless, there are some occasions when anonymity is necessary. The most common rationale is that when the case study has been on a controversial topic, anonymity serves to protect the real case and its real participants. The second reason is that the issuance of the final case report may affect the subsequent actions of those that were studied. Quantitative Data This is concerned with measuring aspects of a market or the population of consumers making up the market. This includes soft approaches such as consumer attitudes as well as the hard things such as market size, brand shares, purchase frequencies etc. Quantitative data on a market or consumer group can be obtained through carrying out a census, obtaining the relevant measures from every single consumer or player in the market. In practice, research through a census collection is very rare for one thing it is usually prohibitively expensive to obtain data from every individual (the government only carries out a population census once every 10 years) and even if the money is available the timescales involved are likely to be too long to meet commercial deadlines, Meier (1991). Furthermore, a census is unnecessary since the alternative sampling can normally produce adequate and acceptably reliable data for a fraction of the cost. Quantitative research is, therefore, nearly always based on more or less rigorous sampling methods which have in common the assumption that the data from the samples can be taken to represent, within estimated levels of accuracy, the population or universe from which they are drawn, (Hague 2002). Types of Quantitative Data The range of information which can be and is collected through quantitative research is enormous if not infinite. In relation to deciding how data should be collected, all the possibilities can be categorised into a simple threefold classification: 1.Market measures 2.Customer profiles or segmentation 3.Attitudinal data. Market measures quantify and describe a market. Common examples include: market and sector size shares of the market held by suppliers or brands penetration levels (what proportion of all potential consumers own or buy a product) purchase and consumption frequencies patterns of consumption and seasonality. Data of this type is very essential for any manager developing or reviewing a marketing plan for a company, product group or brand name like HSBCs hexagon logo. Market measures taken from a sample are generally projected or grossed up to the total market or population, e. g. the proportion of households in a sample found to be without a PC can be multiplied by available estimates of the number of total households to provide an indicator of untapped potential. A vital concern in the marketing of a product or service is knowing and understanding the potential customer base what type of people or organisation are they What other types of products or services do they own or use What is required to meet this need is customer profiling or segmentation data and it is quantitative in nature because reliable breakdowns are needed for the whole market or population, Buck (1990). Hague (2002) argues that profiling data can take various forms: socio-demographics (age, sex, income and occupation group, education level, home tenure etc) geo-demographics various business classifications such as company size, industry etc. for business to business research or it can relate to consumer behaviour (ownership of various products, purchase or usage levels, media exposure etc.). Unlike market measures, consumer profiling data can be collected only from consumers (including organisations in the case of business to business research) although the distribution or manufacturing levels in the market may also need profiling. Attitudinal data is used in a quite general sense to cover concepts such as awareness, perceptions, beliefs, evaluations, preferences and propensities. In other words they are, in their various forms, subjective and reside in the minds of individuals. Much market research under this is concerned with attitudes and attitude measurement because attitudes and your marketing may mould consumer choice in your favour. Attitudes are of course very much the subject of qualitative research which is often concerned to identify relevant dimensions and categories of attitudes. In quantitative research, the focus is on establishing the degree to which specific attitudes exist among the market and population. The most important tool for data collection under quantitative research is face to face interviewing. However, in situations where over a hundred firms need to be interviewed, due to the cost attached to carrying out such a task, doing a telephone interview would seem more appropriate. The methods used to record data and data analysis here, is predominantly through questionnaires. Most questionnaires used in quantitative research involve a predominance of pre-coded or closed questions and the layout of the response points can help to minimize problems of mis-recording. More problematical, however, is the recording of open-ended questions, such as why did you buy this product, then This usually leads to a lengthy or rambling response from the individual, in which what is said is then summarized or abbreviated and there is no way of knowing whether what is recorded reasonably reflects the response given. In the case of this paper, due to the short deadline associated with writing this paper, one was only able to get a telephone interview (primary data collection method) from a senior manager of customer relationship management at one of HSBCs flagship branches in the London area. Additionally one has also used multiple sources of evidence, i. e. secondary sources of information, articles, journals, established theories, HSBCs annual report, comments by top management within the organisation are analysed and also the companys website are all used to evaluate and address the effectiveness of its use of market strategy to increase its market share and customer base. The remainder of this paper proceeds as follows, analysis of findings, overview of the marketing strategy, criticisms, summary and conclusion. ANALYSIS OF FINDINGS Central to achieving a companys corporate vision is the need to build up a loyal customer base of satisfied customers. HSBC did not overtake its major competitors by chance in acquiring foreign financial institutions it developed a clear marketing strategy based on a desire to fully satisfy a carefully targeted set of market segments. As the BBC (2004) gathered, a quarter of HSBCs 2003 profits were made in the UK, and it made around pound70 profit per customer. Additionally, the bulk of its profits came from acquisitions elsewhere, US personal loan firm Household International and HSBC Mexico. Although Household International operates in the UK, HSBC says its British market accounts for less than 10 of this divisions profits. Market segmentation is at the core of robust marketing strategy development. This involves identifying customer needs, expectations, perceptions, and buying behaviour so as to group together homogeneous customers who will be satisfied and marketed to in a similar manner. One segment will differ from another in terms of customer profile and buying behaviour, and also with regard to the sales and marketing activity likely to satisfy these customers. Having sufficient knowledge of these customers is fundamental. It is important to remember that the process of market segmentation involves more than simply grouping customers into segments. Shrewd targeting of certain segments and the development of a clear brand positioning are part and parcel of the market segmentation process. Now, HSBC launched a marketing strategy called Managing for growth, which is to cover and deal with its strategic outlook for the period 2004 - 2008. From the company website, they have stated that they will deliver this by focusing on enhancing HSBCs revenue generation culture, develop its brand name further (hexagon logo), manage costs strategically, maintain a prudent creditmarket risk stance, and invest further in its people. Addition ally, acquisitions still remains an integral part of their strategy. As stated from the companys website, they will concentrate on growing earnings over the long term at a rate which will place it favourably when compared with its peer group. It will also focus on investing in its delivery platforms, its technology, its people and its brand to support the future value of HSBC as reflected in its comparative stock market rating and total shareholder return (TSR). HSBC remains committed to benchmarking its performance by comparison with a peer group. They argue that their core values are integral to its strategy, and communicating them to customers, shareholders and employees is intrinsic to the plan. These values comprise an emphasis on long-term, ethical client relationships high productivity through teamwork a confident and ambitious sense of excellence being international in outlook and character prudence creativity and customer focused marketing. They state that their brand name has been an outstanding success and they will continue with the next phase of their strategy. They argue that the brand name is now sufficiently strong that they can accommodate brand variety at customer, product and even country level as and when required by the business model. Adding, reputation on their part is the key element of the brand proposition and cannot be overstated. Their policies for corporate social responsibility and the environment are part of their brand name in which they reach their objectives through the philanthropic objectives of the company. Details of Telephone Interview In a telephone interview conducted, the head manager of personal customer relationships management argued that HSBC does have a marketing strategy. The respondent stated that they were responsible for 25 people all working on different projects within the customer relationship management department. The respondent added that the marketing strategies employed predominantly by HSBC were, advertising with the use of its already established brand name of being seen as the worlds local bank, market segmentation of products and services to consumer groups at different locations worldwide. When asked if these marketing strategies have been effective The respondent replied, yes, they have been effective, adding that most of the profits generated have been from its overseas subsidiaries. This tallies with what was stated on the BBC (2004). With regard to payoffs or financial gains generated in relation to the effective use of these marketing strategies, the respondent argues that they have been able to capitalise on their overseas presence, local knowledge, and expertise to bring in new customers to open personal current accounts, and also look at other products and services offered by HSBC. When asked what influential factors would inform a potential customer to choose HSBCs services and products over its major competitors like Barclays, the respondent replied, the long term experience of the company plays a critical part in dealing with customer preferences, its excellent and well trained staff are fully equipped to deal with customer queries and body language, the corporate brand name, a recommendation from a fellow user of HSBCs products and services, lower charges, its vast range of products which other competitors do not have (e. g. its international reach), a convenient location to be able to withdraw and look at cash balances (ATM accessibility), and lastly advice from an individual with regard to the services and products that HSBC provides. Finally, when asked whether these marketing strategies are generic or are they based on a roll-plan The respondent stated that they are generic, depending on what country or region that the various subsidiaries of HSBC are located, certain strategies mentioned previous are put to good use over the other. Overview of marketing strategy employed for The Business Units In 2003, HSBC invested significant amounts in proprietary customer relationship management systems to ensure their growing customer base is managed efficiently. As a result of this they now handle a greater share of customer financial requirements and in the process, generating higher levels of customer satisfaction. For example in 2001, the Individual solutions programme in the UK generated more than five million customer contacts, over one million of which led to an expansion of an existing relationship. The internet goes to the very heart of customer convenience and is an increasingly important channel for their customers. The joint venture Merrill Lynch HSBC extended its online investment-led broking and banking service from Canada and Australia to the UK. Although roll-out plans for other countries had to be postponed following the downturn in equity markets Merrill Lynch HSBC expanded its existing service with the introduction of managed funds in Australia and tax - efficient products in the UK. With more financial services available through the internet, electronic organisers, mobile phones, television and private network connections, their electronic banking customer numbers have more than doubled to more than three million in a space of two years. HSBCs e-banking services are available in seventeen countries and territories worldwide. Their websites according to them receive an average of 210,000 customer visits a day, about 75 million a year and rising. Commercial banking: this is an area where they provide banking services for small to middle market business customers, which they see this as one of their traditional strengths. The 1.8 million customers in this particular business unit include incorporated businesses, trading entities, partnerships, sole traders, clubs and associations. Adding that due to there international reach they are ideally placed to meet the requirements of their existing and future customers. There main contact with these customers is through a network of relationship managers. Relationships are established and managed at the local branch level or through their expanding worldwide network of commercial banking centres. Corporate, Investment Banking and Markets: The international reach of HSBC enables the company to be one of the few financial institutions that can provide its major customers with a full range of transaction and investment banking and markets services worldwide. This undoubtedly proved to give HSBC a competitive advantage in 2001 when despite the challenging economic conditions improvements were made in performance and profitability by focusing on the core business relationship. The company provides services to over 25,000 subsidiaries and offices of about 1,200 major customers in more than 50 countries and territories. Adding, client service teams are at the heart of the operations of the group as a whole. This consists of relationship and product managers from around the world who understand customer business needs. The group supports these teams by investing heavily in increased automation and software for risk management, central systems to support relationship management, and intranet sites to share industry, product, and geographical knowledge. Private Banking: Following the companys recent acquisitions, the group continued to integrate the private banking operations of Republic and CCF in 2001, creating a Swiss holding company, HSBC Private Banking Holdings (Suisse) SA, through which most of their worldwide private banking operations are now owned. This coherent method of ownership structure benefits high net worth individuals and their families by enabling them to bring together a full range of world class private banking services. They have over 4,500 employees in 50 different locations that supply services such as deposits and fund transfer, tax and trustee structures, asset and trust management, mutual funds, currency and securities transaction, lending and guarantees. The appointment of relationship managers who operate on a cross border basis to serve the specialised requirements of clients in such sectors as diamonds, jewellery, sports and media are all in line with the groups differentiated approach to international private banking. Service Centre: The importance of global processing is at the heart of the groups strategic aim of pursuing economies of scale in order to improve service, increase productivity and achieve a competitive, economic advantage. Since their introduction in 1996, these processing centres have taken on progressively, on a cross border basis, more of the back office functions previously conducted in the country of origin of that particular transaction. Due to the ever increasing customer base of the group more service centres are planned for the future. Most recently, two centres were opened in Bangalore, and Shanghai. The Brand: The establishment in 1999 of HSBC as a uniform, international brand name ensured that the corporate symbol is an increasingly familiar sight across the world. In 2001, a programme was launched to differentiate the Hexagon symbol from those of the other competitors by describing the unique characteristics which distinguishes HSBC. CRITICISMS OF THESE STRATEGIES Banks have found that Personal Current Accounts (PCA) are a gateway to selling other financial products. According to Lloyds TSB quotthe PCA remains the key relationship productquot. Abbey National states that a PCA provides almost 100 customer contacts a year, much more than other financial products. Evidence from Lloyds TSB is that customers who hold a PCA are two to four times more likely to hold another Lloyds TSB financial product. In a document published by the Competition Commission (2001) they argue that Lloyds TSB has a higher market share within their own PCA customers than they have within the market as a whole. Whilst this does suggest a general pattern of cross holding of financial products, it does not mean that the cross selling has been from PCAs to other products rather than vice versa. Regardless of the causality of financial product purchase, the PCA seems to represent a pivotal financial product that provides: A direct opportunity for profit It provides an opportunity to cross-sell additional profitable financial products It also acts as an important opportunity for a high level of customer contact. It might be assumed that the PCA is a financial product where banks aggressively seek to defend current customers and acquire new customers. In 2000, Banks in the UK spent pound313 million on advertising. In a report by the UK Competition Commission (2001), they found that while there was a tentative relationship between total advertising expenditure and PCA market share, there were significant exceptions to the trend and virtually no relationship at lower market shares. Theoretically, if marketing and market share are related, there may be a relationship between the change in market share and the marketing expenditure. However, even within the big four this is clearly not true. Barclays and HSBC have both increased their market share by 1 in the five years to 2000, despite very different levels of marketing investment. Lloyds TSB have dropped by 2 despite spending more than Barclays or HSBC and NatWestRBS could be said to have jointly declined by 4 despite having a joint expenditure of more than twice as much as Barclays. The relationship between market share and expenditure, feeble as it is, disintegrates completely (perhaps even becomes negative) when some effort is made to relate PCA market share to the pound23.5M that was spent on advertising that is directly attributable to PCAs. Much of the higher expenditure as the Competition Commission puts it, is by banks that are growing their brand awareness. Again there is no connection between the 5 year growth in market share (from 1996 - 2001) and the current level of expenditure. This poor correlation might be partially explained if much of the marketing related to PCAs is unmonitored advertising expenditure, (e. g. direct mail) which would be excluded. It is also possible that the aggregate expenditure of the last 5 years (from 1996 - 2001) may be related to the aggregate growth (or decline) in market share. However given that the largest cost in most consumer focused marketing is advertising and given that there has been very little net movement in market share it is more likely that there is little or no relationship between expenditure and market share. The main point here is that no matter how much the HSBC group has spent on advertising, it does not mean that the advertising marketing strategy will lead to an increased proportion in market share for the group. Current Banking Communications BANK - CAMPAIGN - KEY MESSAGES Your Life. Your Bank Cross selling of financial products, the heritage of the bank and its services for small businesses. Royal Bank of Scotland (Natwest) Another Way Traditional branch based banking, service and convenience are key themes. Fluent in Finance Finance experts, (previous campaigns emphasised size and Internet services The Worlds Local Bank Emphasising their global capability and strength Because Lifes Complicated Enough. One stop financial service supplier Giving You Extra 30x as much interest as big four PCA The table above shows the most recent communications of the largest banks in the UK would seem to indicate that HSBC and Barclays are targeting large business customers, whilst Lloyds TSB is considering small customers and PCA holders. NatWest and The Abbey National are the only banks emphasising traditional branch-based banking and thus the status quo. But only NatWest (merged into Royal Bank of Scotland) is likely to benefit from this, as it is one of the big four, The Abbey National is unlikely to encourage change, but is promoting the traditional model of banking. SUMMARY AND CONCLUSION This paper has looked at the history of the HSBC group. From its early days in 1865, when it started of as a Publi c Limited Corporation in Hong Kong, to being a truly global banking giant. The various acquisitions and takeovers achieved by the corporation are also mentioned. The various financial services or business units which HSBC consists of are identified. These are: Personal Financial Services Consumer Finance Commercial Banking Corporate, Investment Banking and Markets and Private Banking. We have also touched on existing literature that covers the concept of marketing strategy and also the marketing strategies employed by the HSBC Group are evaluated. Additionally, various research methodologies and approaches are mentioned in which, a telephone interview was the only way one was able to gain a better understanding of the marketing strategies employed by the HSBC Group. An analysis of findings with regard to the type of market segmentation for robust strategy development of the group is looked at. Finally, an overview of these marketing strategies is also done, with a few criticisms as to the validity of employing such marketing strategies are critically analysed. As a whole it would be worthwhile to conclude that HSBC has done a fantastic job in investing in its brand name, using the hexagon logo, which states the Worlds Local Bank. It has not only reinforced their customer base and retained their market share at home, but also abroad. Its sensible, timely, and resilient approach to acquisitions abroad, has enabled the company to have a better understanding of global banking, whereby as stated previously, three quarters of the profits generated for the year 2004, came from its subsidiaries abroad, BBC (2004). Although, it spent close to 2 billion in advertising for the year 2004 worldwide, that is a huge amount, whereby its market share with regard to the banking segments in which it functions, has not improved any wider than the previous years market share. 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