Westpac began trading on 8 April, 1817 as the Bank of New South Wales. In the year 1982, the then Bank of New South Wales merged with the Commercial Bank of Australia, naming it as it is today, Westpac Banking Corporation. Westpac has branches and affiliates throughout Australia and New Zealand, contributed by merges throughout the previous years, and the Pacific region, and key financial centres around the world including London, New York, Hong Kong and Singapore. As at 31 March 2008, Westpac Group had a workforce of approximately 29,000 people around the globe and Westpac Banking Corporation had global assets of $402 billion1.
Founded in 1937 as a housing based financial institution, St. George as Australia's foremost building society have now become Australia's fifth largest bank and one of the top 20 publicly listed companies in Australia. St. George has business spanning all the aspects of the financial industry including retail banking, institutional & business banking, and wealth management. The emphasis St. George has on its customers makes St. George stands out from other Australian banks. Customer service is St. George's priority in business culture, they are constantly investing and developing better relationship with its customers2.
Westpac and St. George have recently merged as a $16.3 billion group3, making it the largest provider of home lending with a market share of 25% and also Australia's largest wealth platform provider with funds under administration of $108 billion. The merge would create Australia's leading financial services company for customers, shareholders and employees with a AA credit rating complemented by a larger balance sheet and greater access to funding4. Both organizations are proven to be successful businesses with strong branding and most importantly, complementing cultures. Under the proposed merger, St. George's operating model will be preserved and when combined with additional attractive merger terms, is expected to maximize value for customers, shareholders and employees over both the short and long term. Westpac believes that the respective brands would be better able to compete and flourish by belonging to the same larger, stronger entity.
... Gross Development Produce generally, there is a persistent and pronounced trend towards consolidation of these institutions in Australia. With the combination of resilience contributions into the system, consolidation has generally resulted in the average size of superannuation institutions increasing significantly (measured by assets) during the decade to $2.6 billion in June 2012.
The Australian Stock Exchange’s (ASX) Corporate Governance Council (2014) defines corporate governance as “A framework of rules, relationships, systems and processes within and by which authority is exercised and controlled within corporations”. One goal of corporate governance is for the board members to increase shareholder value (Tricker 2015). In order to achieve this, it is important that the board act appropriately and justly so that the best interest of investors are protected. This report will explore the effectiveness of JB Hi-Fi’s corporate governance. JB Hi-Fi is Australia’s largest home entertainment retailer, selling a variety of products at discounted prices. Over the years, they have maintained a substantial
Besides, this is their improved performance measures to meet their senior management salaries in order to fulfill the mission and financial goals. They have excellent staff and resources can be focused entirely on ways to make them better understand and carry out their mission. Freddie must cultivate our mission to have a deeper understanding of it is necessary to become a true mission-drive. In addition, Freddie Mac has been highly evaluated to provide liquidity and stability, but they need to do more affordability. However, Freddie Mac's mission is to help not only the market, "inexpensive" ended. To be successful in carrying out their mission, Freddie Mac must do two things. They are as GSE, they must continue to work with Congress and the executive branch has worked closely to make their regulatory structure. In addition, in the fierce market competition, they must continue to innovate, drive down costs, and strive to always provide the best for their
The company is known as the largest iron ore, coal and manganese producer in Australia, Brazil, and South Africa. They own one of the major suppliers or copper, silver, lead, and uranium in Australia and continuously looking for ways to expand globally. As of 2016 BHP Billiton has been announced to be the third largest nickel producer and the sixth largest producer of aluminum
Gaughan, P. A., 2002. Mergers, Acquisitions, and Corporate restructuring. 3rd ed.New York: John Wiley & Sons, Inc.
...ear price and communication. If the financial services firms focus on providing special services to the mass affluent including bundles, the mass affluent will begin to take part in financial services at an even higher rate than the affluent. Banks must offer proper services and advisory services for which the segment is willing to pay for without feeling ripped off. Holding the 43 percent of the world’s wealth the mass affluent are underserved and deserve their time to have the same services offered in the banking industry as the mass affluent. If the banking industry provides outstanding services to the affluent, the American social system should not hinder the mass affluent segment from obtaining financial advice. It is time for a change in the American banking industry and the mass affluent are the future of the movement for an affordable lifestyle for everyone.
...dditionally, the merger can take place in smaller phases. For instance the first phase may include change of the physical look of the branches and the signage - – so as to convey a consistent view and experience for its customers. This phase may also include effective communication to the employees to educate them about the merger, ensure them of their positions and encourage them to participate in the merger. Second, the firm can totally combine the bank’s technology and the information systems which will allow the merged firm to operate as a single entity and to become fully operational. The management should implement the merger with care and prudence, aiming for minimal disruption for the customers and should communicate extensively to ensure all its stakeholders are kept fully informed as they make changes.
Five years ago, in the middle of 1997 Australia’s economic growth had begun to upturn after a period of recession during the ’96 year. This was unmistakably shown through the composite indicators of retail trade, dwelling investment and Australian share market valuations, all concurring with one another and demonstrating the effects of an upturn in economic growth.
Lendlease is a leading international property and infrastructure group, with a business model that contains three basic components. Those three components are development, construction and investments. In development, they focus on developing communities, apartments, retail areas and social/economic infrastructure. In construction, they focus on defense, commercial, residential sectors and pharmaceutical buildings. In investing, the investment management platform also includes the Group’s ownership interest in property and infrastructure co-investments, retirement living and US military housing. Lendlease is an Australian company but has business headquarters in 4 regions of the world. These regions are Australia, Asia, Europe
Australia has had one of the most outstanding economies of the world in recent years - competitive, open and vibrant. The nation’s high economic performance stems from effective economic management and ongoing structural reform. Australia has a competitive and dynamic private sector and a skilled, flexible workforce. It also has a comprehensive economic policy framework in place. The economy is globally competitive and remains an attractive destination for investment. Australia has a sound, stable and modern institutional structure that provides certainty to businesses. For long time, Australia is a stable democratic country with strong growth, low inflation and low interest rate.(Ning)
D’Amato, E. (2010). Australian Shareholders’ Association: Standing Up for shareholders – The top 15 financial ratios. Australia: Lincoln Indicators Pty Ltd.
This paper will analyze the mission and vision statements of JPMorgan Chase & Co against the performance of the organization. An evaluation of how well the company lives out its mission and vision statement will be provided. The organization’s strategic goals link to the company’s mission and vision will be assessed. An analysis of the company’s financial performance to determine the link between the company’s strategic goals, strategy, and its financial performance. A competitive and marketing analysis of JPMorgan Chase & Co will be conducted to determine its strengths and opportunities.
... organizational structure that needs to be maintained for its operations in Australia. As the suggestion has been of total ownership thus span of control is needed and these factors have been discussed in this report to illustrate how effective the organization can be in Australia.
The food and staples retailing is an increasingly competitive industry. The market giants (competitors) are Coles (owned by Wesfarmers) which has 741 stores across Australia and plans to add 70 m...
As a company, Wesfarmers have its main strength in its huge size, capital, financial management, diversification, retail supermarket section, employee retention (7 CEO in 100 years) and top employee selection. The Weakness is immobility, high expectation of shareholders concerning growth, ROE, EPS and capital return, less growth opportunity in Australia, zero experience on overseas expansion, less personal label products, weak departmental stores, adverse economic and political situation. Opportunities for Wesfarmers are huge also – focusing on niche marketing, overseas expansion, good investment opportunities in future sustainable products and venture capital, investment in its other sections alongside home ware supply and retail supermarket. But for Wesfarmers threats are many too. First, new but strong competitors Aldi, rejuvenated Woolworths, board without previous retail experience, poor NPV projects choose by managers as they have a lot of money to waste, wrong acquisition, possible disasters in overseas