Anda dikehendaki membuat penilaian persekitaran dalaman dan luaran - Analisis SWOT dan

menggunakan faktor-faktor penting dalam Analisis SWOT untuk membentuk Matrik TOWS.
Anda juga dikehendaki mencadangkan strategi-strategi untuk organisasi yang dipilih.

1. PROFILE SYARIKAT

CIMB Group is a leading ASEAN universal bank, the largest Asia Pacific investment bank and
one of the world's largest Islamic banks. CIMB is headquartered in Kuala Lumpur, Malaysia and
offers consumer banking, wholesale banking, Islamic banking, and asset management. This
group retail branch network is the widest in the region with 1,060 retail branches with its core
market being in Malaysia, Indonesia, Singapore, Thailand, and Cambodia. This group has about
43,000 staffs located in 17 countries.

The group’s geographical reach and its products and services are complemented by partnerships.
Its partners include the Principal Financial Group, Bank of Tokyo-Mitsubishi UFJ, Sun Life
Assurance, Allianz Insurance, Thai Life Insurance, Sri Ayudhya General Insurance, and
Mapletree Investments at which the products and the services complemented by this companies.
The offices in ASEAN's main markets and in Bahrain, Colombo, Hong Kong, Melbourne,
Mumbai, Shanghai, Seoul, Sydney, and Taipei are the largest in Asia Pacific through its
investment bank.

As the second largest commercial bank in Malaysia, CIMB Bank holds significant market share
across all consumer banking products. It was named Best Domestic Bank in Malaysia 2009.
CIMB basically operate business on a dual banking basis through three main brand entities
which are CIMB Bank, CIMB Investment Bank and CIMB Islamic that giving customer a choice
of both conventional and Islamic solutions.
 2. PROFILE INDUSTRI

TYPE : Public

INDUSTRY : Financial service

HEADQUARTERS : Kuala Lumpur, Malaysia

CHAIRMAN : Tan Sri Dato’ Md Nor Yusof

CHIEF EXECUTIVES : Datuk Seri Nazir Razak

PRODUCTS : Consumer banking, corporate banking, investment banking,

Islamic banking, Asset management, insurance and takaful.

TOTAL ASSETS : RM 321.8 billion (September 2012)

EMPLOYEES : over 43,000

CORPORATE ENTITIES OF CIMB

CIMB Group today operates across ASEAN under several corporate entities including CIMB
Investment Bank, CIMB Bank, CIMB Islamic, CIMB Niaga, CIMB Securities International and
CIMB Thai

CIMB Bank

CIMB Bank is the Group’s consumer bank in Malaysia. It has four main operating markets that
located in Malaysia, Indonesia, Singapore, and Thailand, plus a growing presence in Cambodia
and Philippines that are role as main subsidiaries. Besides that, CIMB Bank has opened their
branch in London and representative offices in Shanghai, Yangon, and Mumbai. In Malaysia,
CIMB Bank had 312 branches, 8.6 Million customers and 2,284 ATMs at the end of 2012 and
the number are still growing. As the second largest consumer bank in Malaysia, CIMB Bank
managed to open two branches in Singapore and eleven branches in Cambodia.
CIMB Niaga

Established in 1955 as Bank Niaga, CIMB Niaga is the group’s banking franchise in Indonesia.
It was the fifth largest bank in Indonesia by assets at the end of 2012 and has been listed on the
Indonesia Stock Exchange since 1989. CIMB Niaga offers a comprehensive range of
conventional and Shariah products and services. At the end of 2012, they had 509 branches, 3.8
Million and 2,257 ATMs around Indonesia. CIMB Group had 97.9% stake in CIMB Niaga at the
end of 2012.

CIMB Investment Bank

CIMB Investment Bank is the investment banking with offices in Malaysia and ASEAN’s main
market, China (Hong Kong and Shanghai), Bahrain, Colombo, London, Australia (Melbourne
and Sydney), Mumbai, New York, Seoul, and Taipei. The product and service that been offered
by this investment banking franchise are institutional and retail brokerage, placements and
underwriting, and corporate finance advisory services. Throughout year 2012, CIMB Investment
Bank has shown rapid growth by maintaining market dominance in Malaysia and improving in
rankings in Singapore and Thailand. In Malaysia, the Investment Bank was No.1 in
stockbroking.

CIMB Islamic

CIMB Islamic is the global Islamic banking and finance that conduct under CIMB Group. It
offers full complement of Shariah-compliant financial solutions in investment banking,
consumer banking, asset management, takaful, private banking and wealth management. It also
was operating in parallel with the Group’s objective. CIMB Islamic Shariah Comittee was
responsible to guide and monitor the operation to make sure it follows and abide all Shariah
principles. In Malaysia, CIMB Islamic is the second largest Islamic bank after Bank Islam.
Besides that, CIMB Islamic is also recognised as a pioneer in Islamic financial markets.

CIMB Thai

CIMB Thai is CIMB Group’s banking franchise in Thailand. It was the tenth largest bank in
Thailand at the end of the year 2012 and has been listed on the Stock Exchange of Thailand since
1978. The total assets at the end of 2012 approximately THB201.5 Billion (RM 20.1 Billion) and
have 164 branches, 1.1 Million customers and 509 ATMs in Thailand. CIMB Group had a 93.7%
stake in CIMB Thai at the end of 2012.

3. PENILAIAN PERSEKITARAN DALAMAN

KEY INTERNAL CONTROL PROCESS

Key internal control process in CIMB is the process that the board has established in reviewing
the performance and the integrity of the system that had been implemented or want to be
implemented in internal control such as compliance with applicable laws, regulations, rules,
directives and guidelines, directives, and guidelines. The committees under key internal control
are as follows:

Audit Committee
One of the key processes that the board was established is The Group of Audit Committee
(Group AC). The Group Audit Committee (Group AC) comprises independent Non-Executive
Directors. It is a Board-delegated committee charged with oversight of financial reporting,
disclosure, regulatory compliance, risk management and monitoring of internal control processes
in the Group. Senior Management, internal auditors, and external auditors report to the Group
AC on the effectiveness and efficiency of internal controls.

All significant and material findings by the internal auditors, external auditors and regulators are
reported to the Group AC for review and deliberation. The Group AC reviews and ensures the
implementation of Senior Management’s mitigation plans to safeguard the interests of the Group
and upkeep proper governance. Management of business and support units that are rated as
‘Above Average Risk’ or ‘High Risk’ are counselled by the Group AC.
The Group AC also reviews all related party transactions, audit and non-audit related fees
proposed by the external auditors of the Group. The Group AC makes field visits to bank
branches and operating subsidiaries of the Group whenever necessary. This enables the Group
AC to actively interact with the relevant Senior Management staff on the expectations of the
Group with regard to compliance, internal controls, and risk management.

Presentations of business plans, current developments, operations, risks of the business and
controls to lessen the risks are made by the relevant business and support units as and when
deemed necessary by the Group AC.

Risk Committees

The Board has established various risk committees within the Group with distinct lines of
responsibility and functions, which are clearly defined in the terms of reference. These
committees have the authority to examine matters within the scope and report pertinent issues
and recommendations to the Board.

The Board Risk Committee determines the Group’s risk policy objectives and assumes
responsibility on behalf of the Board for supervision of risk management. The Board Risk
Committee reports directly to the Board of the Group. They also provide strategic guidance and
reviews decisions made by the various Risk Committees.

The responsibility of the supervision of the risk management functions is delegated to the Group
Risk Committee, which reports directly to the Board Risk Committee. The Group Risk
Committee, comprising of Senior Management of the Group, performs the oversight function on
overall management of risks, within the risk appetite approved by the Board.

The Group Risk Committee is supported by specialized sub-committees like Group Wholesale
Banking Risk Committee, Regional Liquidity Risk Committee, Regional Credit Committee and
Consumer Banking Credit Committee.

Group Shariah Committee

The Group Shariah Committee (the Shariah Committee) which is in compliance with BNM’s
Guidelines on Shariah Governance Framework for Islamic Financial Institutions is responsible
for overseeing all Shariah matters of the Group in accordance with the relevant regulatory
frameworks in the jurisdictions where the Group operates in. The Shariah Committee among
others ensures that the Shariah rulings relating to Islamic banking and capital market products
and services comply with the Shariah resolutions of the relevant Shariah authorities.

The Shariah Committee is assisted by the Group Shariah Department that functions as the
internal adviser on Shariah matters to all business and support units within the Group in the
carrying out of their Islamic banking capital market and finance activities. It serves as the
intermediary between such units and the Shariah Committee. In addition to recommending the
relevant and appropriate Shariah policies and procedures for the Shariah Committee’s approval,
the Shariah Department also provides training across the Group on the Shariah Governance
Framework (the SGF).

The Shariah Department facilitates the implementation of Shariah Research & Secretariat, whilst
Shariah Review, Shariah Risk Management and Shariah Audit functions are performed by Group
Compliance, Group Risk and Group Internal Audit, respectively.

The Group Management Committee

The Group Management Committee (GMC) assists the Group Managing Director/Chief
Executive Officer (Group Chief Executive Officer) in ensuring that the daily operations of the
Group are conducted in accordance with the corporate objectives, strategies, approved annual
budget, applicable laws and regulations as well the Group’s internal policies and procedures, that
goes to the heart of how the Group conducts business. The Group has established a number of
policies and procedures which are designed to enhance the integrity of the system of internal
control and mitigate risks. Delegated Authority and authority limits are established to facilitate
smooth daily banking and financing operations, trading activities, extension of credit facilities,
restructuring, investments as well as acquisitions and disposals of assets. The results of operating
units are reported monthly at GMC meetings and compared with approved budget.

The GMC members review their respective business plans and report to the Group Chief
Executive Officer the performance of their respective business divisions in line with the Group’s
strategy and other matters as directed by the Board and the Group Chief Executive Officer.

4. PERSEKITARAN LUARAN

Political and legal

• Corporate governance
Corporate governance can be referred as a structure that specifies the distribution of rights and
responsibilities among different participant in the organization as well as specify the rules
implemented for making decisions. CIMB has setup an outline in compliance with the Malaysian
Code on Corporate Governance. This outline contains eight principles as follows:

Principle 1 – Establish clear roles and responsibilities

Principle 2 – Strengthen composition
Principle 3 – Reinforce independence
Principle 4 – Foster commitment
Principle 5 – Uphold integrity in financial reporting
 Principle 6 – Recognize and manage risks
Principle 7 – Ensure timely and high quality disclosure
Principle 8 – Strengthen relationship between company and shareholders

Besides that, CIMB recognizes that it is essential for good governance to have an effective
Board. By separating the roles of chairman and the group managing director, they can ensure the
balance of the authority and each of their roles are separate. Thus, with the clear roles division,
no individuals dominate the decision process.

• Bank Negara Malaysia as the central bank

Bank Negara Malaysia (BNM) as the central bank is responsible to regulate the law and rules for
all the banking institution in Malaysia. Thus, CIMB is also tied under the rules and regulations
set by BNM. The example of such law and regulations are, Anti-Money Laundering Act 2001
(AMLA) and Insurance Act 1996. Besides that, BNM also responsible in setting the base lending
rate (BLR) which banks cannot exceed the range that have been setup.

On the other hand, BNM also is playing the role for promoting the monetary stability. For
example, this is where all the banks in Malaysia including CIMB are restricted to implement the
strategy to control their position during economic downturn or even during inflation.

• Large number of shareholders

Until now, CIMB has at least 30 largest shareholders as the leading shareholder is Khazanah
Nasional Berhad which holds a total of 29.9 per% of share. This followed by Employee
Provident Fund Board and Mitsubishi UFJ Financial Group which hold a total of 12.92% and 5%
respectively. Having a large number of shareholders whom has big name in their industry could
help CIMB in recruiting another new relationship with the organization. This is because, as
CIMB strengthening their relationship with the existing shareholder, at the same time they could
gain trust from the outsider. Thus, this could lead CIMB to access to the opportunity of
expanding their market in the country other than the ASEAN countries. Besides that, at the same
time CIMB can increase their reputation in the eyes of the other organizations.

Economic
For the whole of 2012, Malaysia’s real GDP grew by 5.6 per cent compared with 5.1 per cent in
2011. Malaysia is a developing economy in Asia which, in recent years, has successfully
transformed from an exporter of raw materials into a diversified economy. The largest sector of
the economy is services, accounting for around 54 percent of GDP.
After a benign inflation environment in 2012, BNM estimates headline inflation to average 2-3%
in 2013. The drivers of inflation in 2013 are expected to come from higher global prices of
selected food commodities, the adjustments to domestic administered prices as the government
resumes its subsidy rationalization and the moderate impact of the minimum wage policy on
companies’ total costs.

Malaysia remains attractive to private capital inflows. Foreign direct investment (FDI) inflows
have maintained their momentum since rebounding from a slump in 2009. Malaysia was
assessed for the first time under the Financial Sector Assessment Program (FSAP) in 2012,
which is conducted jointly by the International Monetary Fund and the World Bank. The
outcome of the assessment reaffirmed the strength and resilience of the country's banking sector,
which is backed by a high level of compliance to domestic regulatory and supervisory
framework.

Therefore, CIMB Group has to take advantage of the economic stability that is present in
Malaysia. Malaysia’s economic condition itself has provided a platform for the Group to present
themselves as an attractive investment towards their prospective investor.
Social

• Corporate social responsibility (CSR)

CIMB realizes that it is a part of virtuous circle to support people in the communities, workplace,
marketplace and environment in order to help building the social sustainability in the long-term
period. This is where CIMB giving back to the community and contribute for the betterment of
the society. CIMB has supported the community in terms of health, education as well as sport
and recreation.

CIMB Foundation has funded the project of prevention of blindness and mobile health clinics for
the society health awareness. Besides that, this foundation also funded the sponsorship
programmes, sponsorship of PINTAR schools and also the courses to improve English and ICT
capacity. All of this has been done to improve the education level of the rural children across the
region. On the hand, CIMB also strongly encourage their staff to take part in sport by holding the
CIMB SEA Games which open to all staff in Malaysia, Indonesia, Singapore, Thailand and
Cambodia.

• Cultural differences among countries

Having located in various countries around the Southeast Asia, CIMB has to consider the
differences of the culture practiced by the people living there. This is because every country has
its own culture practice and belief. For example, there are differences between the cultures in
CIMB Thai ad CIMB Malaysia. Malaysian tends to be specific on time compare to the Thai
employees. Besides that, in Malaysia organizational structure, employees believe that they have
to settle the assigned task on time. In contrast, Thais are more flexible which if work is not done
on time, it is okay to postpone it to another day. Because of such differences in their culture,
CIMB must find the best alternatives in order to adapt to the different culture.
Technology

In order to compete with other banks, CIMB must be aware to the technological changes that
may influence its performance in the banking industry. Thus, CIMB had introduced their online
banking that can be accessed through CIMB Clicks. Besides transaction of money, their
customer also can experience the self-service banking.

The new service offered by CIMB is Kwik Account. It is an account that can be opened online,
anywhere, without going into a branch. On the other hand, CIMB customers can immediately use
the account. Through this newly introduced Kwik Account, customers able to do online
shopping, sending money using only mobile numbers, reload their prepaid, send money overseas
and pay their bills.

With the services provided by CIMB, customers now can access to their services wherever they
are. It is a great opportunity for CIMB to use the technological advances as people nowadays are
mostly own smart phones which allow them to access Internet anytime.

5. PEMBENTUKAN ANALISSI SWOT & TOWS

SWOT

Strength

• CIMB 2.0
CIMB 2.0 is CIMB Group’s internal organizational restructuring that would leverage the various
components of banking, treasury and the markets launched at the end of 2011 and the
implementation of the change are still considered as an ongoing process. These changes include
the merger of the corporate banking and treasury operations, the acquisition of Royal Bank of
Scotland (RBS) by CIMB and the streamlining of businesses at the commercial bank. CIMB 2.0
primary focus is to achieve scale economies, engage in stronger cost management and portfolio
optimization at all levels of business and geographies. Furthermore, this move also allowed for
the operations to move to a regional perspective, improve product offerings and teamwork as
well as generate operational efficiencies.

• Fifth largest financial services provider

Being Malaysia’s fifth largest banking and one of Southeast Asia’s leading universal banking
groups by assets in Southeast Asia, CIMB Group has proved their worth as one of the major
players in the financial market to their customer. Their long history of enlistment in the Bursa
Malaysia has further solidified their position as one of the leading universal banking groups in
the industry. With their strong position in market, it directly develops trust on behalf of their
current and potential customers to utilize the services that are provided to by CIMB Group.
• Diversification of products and services

By offering a wide range of financial products and services, covering corporate and investment
banking, consumer banking, treasury, insurance, and asset management, CIMB Group have serve
their customers throughout the regions. Their diversification would lead to the increase in profits
as well as attracting potential investors. With the diversification of product and services,
customers would have more choices in what they want to invest their money in.

Weakness

• Core business focusing on ASEAN countries

Until now, CIMB only exist in the ASEAN countries. This is such a great disadvantage for
CIMB as days passed there are many other growing banks around the world. Customers
nowadays are seeking for services that are very convenient for them. Customers from this
countries will it find hard for them to access for CIMB services when they intend to travel
outside overseas. This is because when they are plan to travel to the country which did not
provide CIMB, they need to deal within their country first regarding the money transaction,
exchange of currency and so on.

• Changes in organizational culture

CIMB need to endure the changes occurs in their organizational culture because of the merging
done. The people whom working in CIMB before has to adapt to new environment because of
there were changes happened. Besides that, employees have to make themselves comfortable
with the new management that may be different from before.

Mergers and acquisition done by CIMB also means that there will be new employees hired or
being relocated. Thus, this change tends to make them uncomfortable as the risk of being
unemployed would always present in their mind.

• High interest rate

CIMB Group interest rate can be considered as one of the banks that offered a high interest rate
towards its customer. With its base interest rate amount to 6.60% (similar to AmBank Berhad
and Maybank Berhad), their customer would turn their back from CIMB and go to other banks
that could offer lower interest rate such as Bank Muamalat Malaysia Berhad (6.35% p.a) and Al-
Rajhi Bank (Malaysia) Berhad (6.30%).

Opportunities
• Growth in international banking will increase customer base

As technology are rapidly growing in these few years, internet access are provided almost
everywhere throughout the world with the exception of third world countries. Availability of
internet access makes it easier to engage in business transaction without face-to-face meeting.
Therefore, potential investors that are located in the countries which do not have any CIMB
offices could invest through the internet services that are provided by the CIMB Group.

• Malaysia’s economic growth

Malaysia’s robust economic growth in the 4th quarter of 2012 has boosted the country’s 2012
GDP growth to 5.6%, much higher than the 5.1% registered in 2011. The growth was supported
by the continued strength in domestic demand despite the challenging global economic
environment. Due to continuing low interest rates in the US and Europe and with balance sheets
of most Asian economies expected to remain strong, there is an insurgence of investors tilting
towards Asia as compared to developed economies. Therefore, it is beneficial for the Group to
invest in both local and foreign bonds to take advantage of high demand for bonds, especially
Asian bonds.

• Political stability

Malaysia’s political stability environment would encourage more investors to invest in

Malaysian companies. The Government has also pledged to implement the appropriate policies
and provide its support for the creation of a conducive environment for business and investment.
This allows investors to rest assured of Government that is firm yet flexible enough to
accommodate their needs. Political stability would provide a platform for CIMB Group to attract
prospective investors and partners that are looking forward to investing their money in politically
low risk country.

• Large customer base

Their strong presence in these countries has created a large customer base of about 13.5 million
customers in over 19 countries, with the potential of adding more to the number. The Group’s
retail banking branch network is the widest in the Southeast region with a total of 1,080 retail
branches in Malaysia, Indonesia, Singapore, Thailand and Cambodia. While their investment
bank is the largest in Asia Pacific (excluding Japan) with offices and ASEAN’s main markets
and in Bahrain, Colombo, Hong Kong, Melbourne, Mumbai, Shanghai, Seoul, Sydney and
Taipei. In addition, it has equity sales operations in London and New York. Their strategic
company placement has allowed them to serve their customer better thus, creating a large
customer base in the region.
Threat

• Competition from international banks

Being as one of the top ten banks in Asia gives the opportunity for the CIMB in competing with
the other existing international banks. For example, they have to compete with the AmBank
Group and DBS Bank. As days pass, they are more banks growing and this has added the
number of the CIMB’s competitors.

Because of the existing competition, it also causes the CIMB itself to have a limited market
growth. CIMB has to prove themselves so that they stand out and can offers better than other
existing international banks. Besides that, a huge number of competitors make it hard for CIMB
to expand its market share.

• Fluctuation of foreign exchange rate

As an institution which also is dealing with the exchange rate, CIMB need to face the risk of the
unstable foreign exchange rate. This happens because of the foreign exchange rate always
change depends on the current situation all around the world. Besides that, this situation will lead
to uncertainty as customer may be unsure of how much money they will receive when they are
selling abroad, for example. This usually arises between the exporter and the importer because
the prices may be affected as they can be more expansive or cheaper.

On the other hand, this uncertainty will lead to the lack of investment from the customers in
CIMB. Deposits from the customer are the largest contribution to one bank. Thus, when this
happens, customer will feel reluctant to invest at CIMB because of the exchange rate that always
changes from time to time. It is a worrisome especially for the risk averse.

• Same business segment

This is another threat that needs to be faced by CIMB which the competitors also provide the
same services to their customers. For instance, CIMB introduces the CIMB Islamic and at the
same time Public Bank also provides the Islamic Banking to their customers. Because of this,
customer will have the options to choose which service they want to use. Besides that, the
existing customers of CIMB may also turn their back from CIMB and choosing the rivals.

• Financial liberalization
Financial liberalization refers to reduction of any sort of regulations on the financial industry of a
given country. CIMB Group must constantly be aware of the changes in government regulations,
especially regarding the financial market. Under control, financial liberalization would improve
the economic growth of a country. However, in an uncontrollable environment, financial
liberalization will lead to a country’s financial crisis.
  Strengths Weaknesses

1. Core business focusing on

1. CIMB 2.0
ASEAN countries

2. Fifth largest financial services 2. Changes in organizational

  provider culture

3. Diversification of products and

3. Risk of management
services

1. Large customer base

Opportunities SO Strategies WO Strategies

1. Appoint an experienced
1. Growth in international
banking will increase manager to monitor foreign
1. Regional expansion (S2, S4,
customer base
branches (W3, O3)
2. Malaysia’s economic O2)
growth 2. Offer low interest rate to ASEAN
3. Political Stability
customer (S4, O2)
Threats ST Strategies WT Strategies

1. Fluctuation of foreign
exchange rate 1. Strengthening position in

ASEAN through social 1. Joint venture with international

2. Competition from
international bank banking (S2, T2) bank (W1, T2)
3. Same business segment
2. Build specialized institution for
4. Financial liberalization
future skilled workers (S3, T3)
Strength – Opportunities

• Regional expansion
(S2. Fifth largest financial services provider, S4. Large customer base, O2. Malaysia’s
economic growth)
Being the fifth largest financial services provider with a large customer base in ASEAN
countries, they could expand their market by conquering other countries regionally. Taking
advantages of the booming Asian’s economic growth, they could start looking towards
expanding their markets to Asia-Pacific countries instead of only ASEAN countries.

Weakness – Opportunities.

• Offer low interest rate to ASEAN customer

(S4. Large customer base, O2. Malaysia’s economic growth)
By offering low interest rate to CIMB’s ASEAN customers, it would provide an opportunity for
CIMB Group to retain as well as increasing their customer base. As CIMB is headquartered in
Malaysia, they could take advantage of the economic growth by inducing the ASEAN customer
to make loans. Thus, they could gain profits in terms interest rate payments.

Strength – Threat

• Strengthening position in ASEAN through social banking

(S2. Fifth largest financial services provider, T2. Competition from international bank)
Southeast Asia is among the countries with the world most Facebook users. This fact provides a
good opportunity for CIMB to utilize the potential Facebook users in ASEAN to experience
social banking via social network. CIMB Group would be the first bank in Southeast Asia that
provides social banking features with the utilization of social networking. They will able to
strengthen its position especially in the ASEAN market.

• Build specialized institution for future skilled workers

(S3. Diversification of products and services, T3. Same business segment)
CIMB Group could build a specialized institution for those who are interested in financial and
banking course. By setting up on building this institution, they will be able to differentiate
themselves with others financial institutions. With this institution, they will have their own
skilled workforce that are able to serve in their company in the future.

Weakness - Threat

• Joint venture with international bank

(W1. Core business focusing on ASEAN countries, T2. Competition from international bank)
As CIMB Group main focus is their businesses in ASEAN countries, they are faced with
competitors from international banks that have a larger customer base compared to the Group.
Those international banks such as Standard Chartered have a wide coverage of customers from
all over the world. By joining venture with those international banks, they could reduce their
competitors as well as gaining access to customers internationally and the knowledge of those
international banks.

6. CADANGAN STRATEGIK & PENUTUP

Expand their banking service

CIMB group is a universal bank headquarters in Kuala Lumpur and now operating in high
growth economies in ASEAN. Meaning now all of their banking service is primary focus at the
ASEAN countries. As now, the company has penetrate almost all the countries in ASEAN. It is
important for the company to expand their banking service outside their own territory turf. They
should try to further their service into other region such as the European and South American
region to increase their company revenue. The European and South American can be considered
as one of the big emerging market in the banking service, so CIMB group has to take this
opportunity to expand their business in that region.

Enhanced their corporate alliance

It is very important for a company to have a great alliance with another company to strengthen
their company. Besides that, by having a partnership the CIMB group geographical reach and its
product or service can be improved and this can be complemented by their partnership. As now
the group partnership includes the Principal Financial Group, Bank of Tokyo-Mitsubishi UFJ,
Standard Bank and Daewoo Securities. In 2012, the company has joined force with new partner
that is the Rohatyn Group. Touch ‘n Go, and also John Keells Stock Brokers. All of this
partnership is very important to realising the company to expand their business further.

Effective risk management

As a big entity company, it is only natural a company such as the CIMB group itself to face a
risk in their line of business. A robust and effective risk management system is critical for a
company to achieve continues profitability and to sustain their growth in the international market
and increased their market share. For a company that focuses in the banking service and involve
with a lot of money, there are many risk that can affect them such as credit risk, liquidity risk,
and operational risk and also in the interest rate risk. The company has to make sure that they
have an effective strategy in avoiding those risks.
CONCLUSION

CIMB group is a company that involve in the business of banking service. The group is a
regional universal bank that focuses on ASEAN as it core market. Through recent year, they
have strengthened their business in all the ASEAN regions. With their various banking service
such as the Islamic banking and the investment service that they have provided has made them a
very popular choice among the people not only in Malaysia but also the foreign people to
perform their banking service.

As for now, the group have already has their own branch in almost of the ASEAN countries. The
group now has to make several strategies to expand their market share in another region such as
the European and also the South American. This region is considered to have many opportunities
that can allow them to further expand their business. By doing this, not only they can compete
with other big company in the banking service but also will be well known throughout the world.