National Bank Of Bahrain Swot Analysis

National Bank of Bahrain (NBB) was established in 1957 as the first locally owned bank in the Kingdom of Bahrain; it has grown steadily and became the kingdom’s provider of both commercial and retail banking services. Standard Charted Bank is an international banking group which was formed in 1989 through the merger of Standard Bank of British South Africa and Chartered Bank of India, Australia and China. and currently it is operating in the globally most dynamic markets. SWOT analysis will be applied on both bank upon requested in Question 1 to compare and contrast between the strategies and performance of NBB and SCB. And Strategy is defined as “the determination of the basic long-term goals and objectives of an enterprise and the adoption

Also SCB has globally presence (in 70 markets with about 1700 branches) which offers significant economies of scale and allows spreading risk. On the other hand, NBB is the best local bank in the kingdom of Bahrain; it has risen steadily because of the decline in the risk-weighted assets. NBB is high profitability which continued to be strong at operating and net levels, this by the many sources of non-interest and net interest income with excellent control of cost, with a healthy assets quality and good liquidity position; this liquidity ratios are the best in GCC. NBB presence in domestic market enables it to have greater understand of the local needs and play a major role in the economy of Bahrain. NBB has an extensive, nation-wide distribution networks in Bahrain with 26 branches in all governates also active in KSA and UAE. NBB focus on Small and Medium Enterprises (SME) and assists the ones which was impacted by the recent situation of the

According to the Processes, they have to drive superior customer experience and optimize processes to provide seamless face to the clients. Also there products such as assets, liabilities and off-balance products must be more transparent, they have to provide the right product to the right client. They also have to build pricing strategy that enables them to win customer’s loyalty. Regarding to the services, they have to improve their service operation excellence and train their employees to delight the customers; develop personalized relations with valuable customers, align service model with the values that been driven by customer segments and they have to innovate their sales systems.

Secondly NBB and SCB have high cost structure, they can enhance their bottom line and decrease the cost by improving efficiency and increase the quality of their client’s experience. This can be done through focusing on customer value proposition, aligning structure and system to the overall strategy, using technology in order to measure the efficiency of the