Essay about Anz Offshoring Strategy

NAB, market segment strategies are different that ANZ, NAB are more focus on domestic markets in Australia and New Zealand, as their strategy is built around delivering a great customer experience, with a vision of being Australia and New Zealand’s most respected bank. In additional, NAB’s organisational structure focus in Business banking, personal Banking but underweight retail bank while ANZ was focus in all different function that includes retail bank and mass affluent. ANZ has an ambition to become a super regional bank that providing the scale and quality of a global business to customers in core markets of Australia, New Zealand, Asia and Pacific. ANZ are more focus on global markets outside Australia and New Zealand, ANZ has recently expanded their business in Asia since 1969 to establishes representative office in Japan.

Barclays envisions itself as a leading transatlantic bank. It aims to generate sustainable value for its shareholders by emerging as one of the biggest consumer, corporate and investment banks catering some 24 million customers in the Personal, Wealth and Business Banking domains. Barclays aims to achieve this through its two business divisions namely Barclays UK and Barclays International. Following are some key strategic aims and objectives of the Group.

Given the Commonwealth Bank Group’s franchise position, the organisation aims to capture the opportunity to generate growth domestically and outside of Australia by identifying and meeting more of the needs of its customers.

Ferreira, J., & Prokopets, L. (2009). Does offshoring still make sense? Supply Chain Management Review, 13(1), 20-n/a. Retrieved from http://search.proquest.com/docview/221135949?accountid=12085

This case analysis explores the possibility of Breezy, a leading supplier of carburators and air filters in North America, the possibility of developing offshore busines in countries where car manufacturing is growing. The report is structured as follows: First, there are five important questions that Breezy must consider and ask itself before developing a relationship with a new customer. After Breezy decides to go offshore, it will have to go through the negotiating process, which involves five steps. Breezy then, must have capabilities of how an offshore business is organized, consider the many different costs and risks involved in the implementation and decide how it will finance the project. The report also talks

Unsurprisingly, interest rate hikes dominated the front page. Westpac, Australia's second largest bank, recently hiked rates 0.2 percent in a cynical ploy to dampen exploding property prices. In reality, the costs of doing business are simply being offset by taxpayer money, as Westpac seeks to build up its capital reserves on the backs

The underlying cause of the great exodus of American businesses leaving the United States to open their headquarters abroad is the existing US tax codes. The United States is taxing our businesses to death, Burger King has even left the US to set up their headquarters in Canada. Numerous pharmaceutical companies have also left the US to open its doors abroad. In the last ten years 47, companies have left the US for lower taxes, also known as inversion or offshoring. (CNN)

Many Australian businesses are now outsourcing, or shifting their production or services offshore where there is cheap

CIBC has focused its core business on retail and business banking, wealth management, and whole sale banking. They have shown a proven track record of providing there customers with financial services and advice through a group upwards of 1100 branches worldwide. Strategies CIBC has portrayed is to continually find new ways to enhance the experience of the client and to stimulate safe revenue growth. CIBC has put emphases on creating deep meaningful relationships with all clients, constantly trying new ways to improve service and sales prospects and to create relationships with new clients while retaining existing clients for a long period of time (CIBC).

In 2004, Global Information Systems, Inc. began to put into motion the consideration of offshoring 3,000 jobs from here in the U.S to company locations in China, India and Brazil. These were highly compensated job positions. About half of GIS is separated into a division known as Global Services Divisions. A considerable portion of GSD’s business came from customers outsourcing their business process needs. GSD began to seek ways to cut costs and improve performance by “offshoring” certain activities in order to present the most attractive value proposition to potential customers.

Telstra’s business partners will be attracted and ultimately served by the retaining internal staffs. If 100% of jobs are offshored, it is completely problematic for Telstra in insourcing later and building the internal know-how workforce to strengthen functions the firm subcontracted because the knowledge and experience belongs to offshore outsourcers. Also the offshore employees may betray and work for others, and that can destroy Telstra’s competitive

Westpac business strategy looks to convey on this vision by giving better returns than our shareholders, building profound and continuing client connections, being a pioneer in the group and making a situation where the best people need to work – and where people with disability are invited (Strategic theme,

“ Our mission is to be a Premier Bank in the Asia- Pacific region, committed to providing Quality Products and Excellent Customer Service.”

And a mission to be the preferred Bank for customers, counterparties and strategic partners by creating value through innovation and customer service. These include: retail and commercial banking, asset management, private banking, takaful, and real estate development.

A final reason for the company to offshore part of their operations is access new markets. Since the company is not restricted to just the domestic market, offshoring gives the company global presence and the ability to access developing markets in Third World countries. By streamlining the company’s production processes and supply chains globally, companies can lower their prices increase demand for their products, thereby attracting new customers and entering new markets.