HSBC Formerly Named The Hong Kong Banking Marketing Essay

HSBC Formerly Named The Hong Kong Banking Marketing Essay1. IntroductionHSBC formerly named the Hong Kong and imprint Banking Corporation Limited was beed 1865. With assets of US $1,502 billion, HSBCs inter discipline network comprises over 9,500 offices in 76 countries and territories in Europe, the Asia-Pacific region, the the States, the Middle East and Africa.This base examines HSBCs external descent system with grouchy emphasis on North the States and the US. Firstly, the relevant literature on awayside(a) Business is canvassed and a proportion amidst the literature and HSBC is presented. Secondly, HSBCs dividing line environment is looked at analysing such factors as industry competitiveness. Next, HSBCs unusual business outline is critically evaluated and finally, a polish along with recommendations is provided.2. Literature ReviewThe rapid world-wideization of business in the last two decades has prompted an increase number of levels to bourgeon strategies to enter and smash into foodstuffs outside their locations (Osland et al. 2001153). Reliability on solely domestic markets is accordingly a reliable opening for competitive opt (Rugman Collinson, 2006). Firms must therefore develop strategies of Inter issueisation in overseas markets. jibe to Johanson and Wiedersheim-Paul (1975306) the term multinational refers to the activities apply abroad or attitude of the level towards contradictory activities. Relevant studies on the coasting industry and HSBC allow be examined below.According to Hoskisson et al., 2000 strategies be moderated by the characteristics of the particular context in which firms operate. In particular, institutions-the rules of the game-in the master of ceremonies frugality also limit firm strategies such as foreign market entry (Peng, 2003 Wright et al., 2005). In a broad sense, macro-level institutions affect operation costs (North, 1990). provided, traditional transaction costs research (exem plified by Williamson, 1985) focuses on micro-analytical aspects such as expedience and bounded rationality. This consequently raises questions onmacro-level institutions, such as state of matter-level legal and restrictive frameworks, influence transaction costs leave been relatively unexplored, remaining by and adult as background. However, a revolutionary touch offment in research posits that institutions atomic number 18 remote more than ancillary elements, and that institutions directly influence what resources a firm has at its disposal as it strives to develop and launch scheme. An analysis of theory developed specifically out of changes to global markets shows little out yield of the quantity theories of market segmentation, unalikeiated pricing and appropriate distribution channels which underpinned topical anesthetic and domestic merchandising theory. However, the literature over the past five geezerhood has shown a particular set of theoretical arche o ddballs specific to global marketing.Hollensen (2007) discusses the Uppsala transnational Model demonstrating a sequential pattern of entry into international markets with an increasing payload to overseas markets as the international experience of the firm flummoxs (Johanson and Vahlne, 1977). Hollensen (2007) contrasts this with a traditional approach of what is termed as the Penrosian tradition which is based on economy of scale and a cost-led approach working from the firms core competencies. Dunning (1998) suggests a akin Ownership-Location-internalisation (OLI) framework identifying an ownership realise of establishing overseas production facilities, a locational advantage which builds a logistics network around the overseas production and, finally, an internalisation advantage where it must be sparingal for a firm to utilise the antecedent two advantages rather than sell them to a foreign firm (Hollensen 2007). Similarly, the standardisation-local anestheticisation mo del focuses on specific selections related to international market entry and the consultation of risk mitigation factors salient to international marketing. Baker, M (1993) recognises the risk mitigation inherent in internationalisation, protecting the firm from adverse fluctuations in the national economic cycle. Hollensen (2007) concurs, outlining the ownership, operating and canalize risk in being given up purely to domestic markets. All of the literature is rugged on identifying the risks of domestic-based marketing however there is s sack upt coverage of the specific risks of internationalisation.2.1 The scheme of International BusinessFirms operating in the global market go under atomic number 18 essential to balance concerns for globalization (economic consolidation) with national responsiveness (Rugman Collinson, 2006). globularisation is outlined by Rugman Collinson (2006454) as the production and distribution of products and work of a homogenous type and qual ity on a worldwide basis.National responsiveness is defined by Rugman Collinson (2006) as the ability to understand different node requirements in different countries and responding to those local demands by providing the required products and services. Globalisation schema advocates drive that human involve atomic number 18 homogeneous in e very country supporting product standardisation within world markets (Levitt 1983 cited in Schlie and Yip, 2000). well-nigh authors however argue that the globalisation strategy fails to address customer unavoidably in national markets (Rugman Collinson, 2006). In disposition to analyse the distinction amid integration and national responsiveness Figure 1 (Adapted from Bartlett and Ghoshal) go out be utilize.Fig. 1Source Bartlett and Ghoshal, 1989, in Rugman and Hodgetts, 2001, p.335.As senior highlighted above, quarter-circle 1 represents high economic integration and low national responsiveness. This is a global strategy used by firms to light upon economies of scale (Rugman Collinson, 2006). quadrant 4 represents high national responsiveness but low economic integration. This is a national responsiveness strategy used to customize products/services to local demand(Rugman Hodgetts, 2001). Quadrant 3 meanwhile, represents some(prenominal) higheconomic integration and national responsiveness. Quadrant 3 is the most demanding of all and is also where many a(prenominal) triumphful transnational firms operate (Rugman Collinson, 2006). Finally, quadrant 2 is where the call for for national responsiveness and economic integration is low.The sticking industry uses a combination of mergers, skills, premium and Greenfield strategies. However, economic integration is counterbalanced by national responsiveness in terms of how each strategy is designed and implemented (Rugman Collinson, 2006) given that consumer subscribes whitethorn differ from region to region indicates that a product or service introduc ed in unity part of the world is usually jilted by consumers in other parts of the world (Rugman Hodgetts, 2001). HSBC provides a skinny example in relation to the nonions menti stard above. Although, HSBCs international network comprises over 9,500 offices in 76 countries, its entry into the US began as a weak and sad performer. Peek et al. (1999) found that US subsidiaries of foreign coasts generally perform poorly ascribable to acquisition of unsuccessful US banks in conjunction with the inability to improve action sufficiently. Taking this into consideration, HSBC pursued a localisation strategy in different regions of the world which is similar to Barclays use of integration in tandem with national responsiveness.3. The International Business Environment of HSBCIn redact to understand HSBCs International Strategy, the companys business environment is going to be examined development Porters five Forces because as Sandler(20073) points out many of the problems and o pportunities affecting a atomic number 53 firm may be associated with broader based systemic issues impacting an entire industry. Secondly, HSBCs business environment is going to be studied using pestle analysis.3.1 Porters pentad Forces TheoryPorters 5 Forces theory demonst baseball club the influences of the five competitive forces which be used to define the characteristics of the target market (Crum 1998, p.307).The main competitive forcers include Porters 5 Forces theory designate the influences of the industry competitiveness (Rugman Collinson, 2006) (See Appendix 1).3.1.1 Level of ambition (Rivalry) rivalry in the banking industry is extremely fierce and HSBC is in vigorous contender with other study(ip) banks, such as Barclays and Lloyds TSB. In an environment of strong competition, banks will find themselves multiform in intense price competition.HSBC outhouse avoid price competition by differentiating themselves from the competition as convey by Porter (1985) . HSBC also has competition online debit, insurance and mortgage companies that draw out competitive prices.3.1.2 Threat of SubstitutesThe threat of substitutes for HSBC is low because money cannot be replaced.However HSBC do sport enormous competition from other banks and mortgage lenders and if customers ar not happy with the prices and services they be receiving from their bank, they can easily move to a competitor.3.1.3 Threat of New EntrantsThe threat of new entrants is extremely high, and not only from banks. Companies such as Sainsburys and Virgin also sell pecuniary products.Ind Bjerke (2007) remember that marker loyalty is an important marketing factor, and HSBC certainly has this advantage.Customers may want a private service, so the threat of small bank operators whom offer an intimate experience may be favoured over a large bank, such as HSBC (McDonald 2007).HSBC experience been operating for many geezerhood and therefore has a lot of knowledge and customers can trust them. A new entrant would not view this advantage especially in many of the countries that HSBC operates such as China, where trust is imperative to the culture (Brett et al 2006).Bargaining Power of BuyersBargaining violence of buyers is extremely high as customers can switch to a rival company with lower rates and offers such as free mobile phoneinsurance. The customer has the choice of going to a wide array of high street branches and therefore has great power which can affect the market treat of HSBC.HSBC need to ensure that they offer something more than the other competing banks, such as holiday insurance.3.1.5 Bargaining Power of SuppliersBargaining power of suppliers with regards to HSBC is twofold. Firstly HSBC rely on its customers (suppliers) to bring in its product (money), therefore the bargaining power of suppliers is very high.Secondly, the suppliers are not a threat to HSBC because it is un credibly that they will distribute their own bank, so the barg aining power of suppliers here is very low. circumvent 1. Summary of Porters Five Forces synopsisForceIntensityLevel of CompetitionHighThreat of substitutesHighThreats of New EntrantsLowBargaining power of buyersVery HighBargaining power of suppliersHighPestle AnalysisPoliticalObtaining funding from the money markets has cause more costly for HSBC as a result of uncertainty in financial markets and shortage of notes caused by the global impute crisis (BBC 2008).Because HSBC has branches all over the world, they must come after with changes in legislation with regards to their countries of ownership. An example of this was in 2006 when Vietnamese regulations proposed to increase the foreign ownership cap from 10 per cent. As a result of this newregulation, HSBCs FDI rose by 55 per cent (HSBC 2007).HSBC are also touched by political instability. This occurred in Thailand in 2006 when the political crisis had a prohibit impact on consumption patternsand the number of raft taking out loans dropped, oil prices and pastime rates increase. Due to all these issues, HSBC only inform a 4% growth in the Thai economy, far slight than the other Asian banks (HSBC 2006). Other wars and conflicts in HSBC operating countries will shit a direct negative impact on the company.3.2.2 EconomicThe credit crunch has seen many major banks tighten their lending criteria in order to reduce the number of credit write-offs. Barclays recently wrote off 1.67billion, Lloyds TSB 1.26billion and HSBC 943million (Hosking 2008).HSBCs profit beforehand tax in 2007 was 4,081million, and the bank reported a strong bread to 2008 despite the global financial crisis. In the first quarter of 2008, HSBCs profit was ahead of the equivalent period last year (HSBC 2008). Compared to other major banks, including Barclays and Lloyds TSB, HSBC is doing well in the face of the crisis.Changes in foreign exchange rates affect HSBC and new frameworks, similar to one introduced in 2007 by the Interna tional Monetary Fund causes instability for HSBC (BBC 2007).Consumer perceptions at the emerging economic downswing has people concerned about their spending patterns and less plausibly to ascertain out loans and spend what they fork out.Many banks have been withdrawing mortgage offers, however HSBC are now offering competitive rates (Budworth 2008). Due to their differentiation strategy, consumers are attracted to their mortgages.SocialA report published in the Independent intelligence activitypaper highlighted the fact that the number of people going to University increases each year, hence people are becoming better educated (Hilpern 2008). The range of services that HSBC offers to university students has increased over the years, however there have been recent campaigns against HSBC from Student Unions with regards to interest free overdrafts students receive upon leaving University (Coughlan 2007).Housing trends greatly affect HSBC and the genuine economic crisis has mean t that major banks, including Barclays and Lloyds TSB have been urged to cut interest rates (Murchie 2008).technicalThe Internet has consolidated itself as a very powerful computer program that has changed the way businesses operate (Pieter 2007). People now have access to their cash in hand easily, in any location and for 24 hours.There is vast way for improvement of M-Banking (mobile banking). People are so dependent upon mobile phones and have easier access to their mobile than a computer.The GLT (Global Technology Centre) within HSBC are trustworthy for new technological advances and operate byout Europe, Asia and Africa.EnvironmentalWith growing environmental pressures, HSBC has become the worlds first major bank to become carbon neutral. HSBCs commission to change ensures that they provide environmentally responsible advice to lenders and have become involved in a variety of initiatives, including the doorway of renewable energy technology, water supply and waste reduct ion programmes and employee engagement (HSBC 2007).Consumers have the option to go chiliad with HSBC and reduce the impact on the environment by saving paper and energy. Customers will receive email statements instead of paper statements, there are no cheque or paying-in books and the customer will be contacted by telephone instead of post (HSBC 2008).LegalHSBC must comply with a wide array of laws and regulations, including consumer protection. Consumer complaints have been paramount in the media lately regarding high bank charges for overdraft limits. The High Court has now ruled that bank charges are to be assessed under consumer protection law. It is now up to the Office of jolly Trading (OFT) to decide thefairness of bank charges. Because of this new legislation, consumers have au indeedtic millions of pounds back from these charges (Pollock 2008).HSBC has to comply with data security surveys set by the financial Services Authority after HSBC admitted to losing a disk that contained the personal elaborate of 370,000 customers in March 2008 (Booth et al 2008).4. EVALUATION OF HSBCS INTERNATIONAL BUSINESS dodge4.1 HSBCs Entry into North AmericaHSBC began its growth in North America by acquiring failed and weak banks. In government issue, shareholders lacking a relative advantage relative to HSBC, with respect to owning and governing given banks or branches (Lichtenberg and Siegel, 1987), interchange them to HSBC. Generally, growth through acquisition is difficult to execute as it is undefended to problems of over-reach due to managerial hubris (Roll, 1986 Baradwaj et al., 1992 Seth et al., 2000). cardinal cannot arrive at strong conclusions from studies of the profitability of subsidiaries. Banks transfer profit across knock againsts (Demirg-Kunt Huizinga, 2001), and foreign banks may prefer to book some business from their headquarters (Peek Rosengren, 2000). One may assumption that HSBC initially chose to acquire weak banks as much out of indispensableness as design. For any given size, a profitable bank will cost more than an unprofitable one, so in order to achieve diversification goals, HSBC needed to acquire large banks. Now that HSBC is one of the worlds largest banks, whether one measures by market capitalization or total assets, it has more flexibility.Banking intentness is apparent in many developed countries (Marquez Molyneux, 2002). In response, policymakers within these countries have restricted banks from further domestic mergers and acquisitions. Some recent failed attempts in Canada are a case in point (Tickell, 2000). Growth opportunities therefore rally through cross border growth. Interestingly, each of the owners of the largest subsidiaries of foreign banks in the US is disproportionately often the largest bank in its home country (Tschoegl, 2002 2004). Strategy viability assessment is the classic area of determining how a foreign firm competes against local facing lower cultural issues (Zaheer , 1995). One issue then is whether having operations in contiguous countries represents a competitive advantage. Tschoegl (1987) Dufey Yeung (1993) have argued that, where markets are well developed and competitive, there is no reason to expect foreign banks to be better than local banks at retail banking. At the kindred time there is evidence for the existence of a liability of strangeness vis--vis the foreign banks host-country competitors (Parkhe Miller, 2002). Of course, there is also evidence that suggests that, the liability is minimal (Nachum, 2003) or wanes over time (Zaheer Moskowitz, 1996). However, these last two studies examine the liability in the context of corporate and wholesale banking markets. The liability may be more salient in the retail markets, where national differences betwixt the home and host market are likely to be more profound. Claessens et al. (2001), Demirg-Kunt Huizinga (1999) found that foreign banks tend to have higher margins and profits tha n domestic banks in growing countries, but that the opposite holds in industrial countries. Similarly, Dopico Wilcox (2002) found that foreign banks have a greater share in under-banked markets and a smaller straw man in mature markets. This implies there must not be a high expectancy for coss-border mergers in commercial banking within developed regions. One can speculate that on the production side, differences in products across markets and concealing laws appear to be limiting parents ability to consolidate processing. As far as depositors are concerned, there seems to be little value to having an notice with a bank that operates in other countries, especially now that travelers can draw cash from networked ATMs. HSBC has a service for wealthy individuals-HSBC Premier-that provides cross border advantages as transfer of an individuals credit rating when they relocate, and some other services. However, these facilities are not available to ordinary accounts. The literature o n trade flows is explanatory here the evidence on NAFTA has shown that borders have a substantial damping effect on trade flows (McCallum, 1995). In North America, HSBC is even poorly positioned to recognise advantage of cross-border retail banking that is currently drawing attention remittance flows from Mexican workers in the US. Although HSBC now has a strong presence in Mexico, it has nearly no offices in California or other US states with large populations of Mexican immigrants.By contrast, Bank of America, the largest bank in California and in many other US states in 2002, bought a 25 portion stake in Santander-Serfin, Santanders subsidiary, which has amalgamated Mexicos oldest and third largest bank. If there isreason to believe that, HSBC benefits from cross-border demand or production effects, what is left as a source of advantage? One candidate is what Kindleberger(1969) called surplus managerial resources. When a bank such as HSBC can no longer grow at home, it may fi nd itself with a management team that is underemployed in terms of the demands on its time. The bank may then choose togrow abroad when it can combine these surplus resources with what Berger et al. (2000) call a global advantage. As Nachum et al. (2001) point out, the competitiveness of firms depends on the kind of assets that firms can transfer internally from country to country, but are difficult to transfer from one firm to another, even within a country. Still, it is, extremely difficult to measure an intangible asset as subtle and hard to define as better management (Denrell, 2004), especially when, recent events have shown, stock market performance or accounting measures are of doubtful reliability.5. HSBCs International Business StrategyHSBC, a growth oriented company from earliest days decided to launch concrete strategies to attain market leadership in all sectors operated in. Though the company was amongst the leading players in areas such as consumer pay, personal finan cial services, commercial and corporate banking, it also wanted to establish its presence in areas such as investment banking, mortgage, insurance and credit card business. To strengthen its product portfolio and geographical reach, HSBC embarked on an aggressive acquisition strategy. The focus was on areas where it was either weak or did not have a presence. Simultaneously, the company launched an aggressive ticking exercise to complement its growth strategy. The geographical reach of the bank could be estimated by its presence in the form of the subsidiaries and franchises. It can be said that HSBC uses the international strategy since it operates in a range of markets. According to Prahalad and Doz (1987), the prime consideration here is the completion of pressures for global integration and extent of pressures for local responsiveness. In addition, Schlie and Yip (2000343) argue, the unwrap in global strategy is to find the best balance between local adaptation and global st andardisation. In order to achieve the benefits of globalisation, businesses need to recognise when industry conditions provide the opportunity to use global strategy levers (Yip, 1992). Authors Morrison and Roth,Rugman Verbeke (see Schlie Yip, 2000) maintain that Regional Strategies offer such an optimal balance.In order to analyse the globalisation drivers of HSBC, the Yip Framework drivers for internationalisation was adapted from Yip, 1992. According to Campbell (2002), Yipidentified four drivers (See Appendix 2) which determines the nature and extent of globalisation in an industry.Table 2. Globalisation drivers of HSBCMarket Globalisation DriversGlobal customersGlobal distribution channelsPresence in lead countriesCommon customer needsCost Globalisation DriversGlobal scale economiesDifference in exchange ratesHigh product development costs rapid change in TechnologyGovernment Globalisation DriversCommon marketing regulationsGovernment owned customers (Subsidies)Host governme nt concerns (Policies)Competitive Globalisation DriversCompetitors globalisedCompetitors from different continents6. Strategies and Performances of Principal competitors6.1 Branding and DiversificationBrand development creates an identity for businesses which creates a competitive edge depending on its utileness (Montoya, 2002). The groups chairman stated commitment to making HSBC one of the worlds leading brands for customer experience (HSBC, 2007). In 1998, the congregation adopted the HSBC brand and the hexagon symbol as a unified brand in all the markets where it operated which emphasized its global reach. HSBC adopted taglines such as Your world of financialservices in 1999 to enable customer cognizance on the range of financial services available for each customer. HSBC ensures that its agreement of varied marketsand cultures are integrated into its brand through the tagline The worlds local bank developed in 2002. Similarly its competitors, Barclays uses a branding strate gy which promises to have a bun in the oven value through financial expertise the fluent in finance strapline (Brand republic, 2004) and Lloyds TSB on the other hand, develops a global strategy through the development of a strong brand image by reducing local customization and selectively satisfying common customer demands across markets (Osono et al., 200828).Diversification Strategy is the launching of new, retail-focused services, Link with enabling competitive advantage (Hitt, et. al., 2006), Although HSBCs core brand is strong, customer recognition may have saturated, therefore integrating both fresh brands into subsidiaries in tandem enables its growth through Merger and acquisitions providing a competitive advantage, enabling HSBC to play a central role in two of Europes biggest-ever merger and acquisition deals i.e. Mittal Steels hostile bid for Frances Arcelor and German service program company Eons offering for Spanish rival Endesa (Digital look.com 2009).6.2 Technology use and strategyThrough advances in technology, HSBC presents customers with a broad spectrum of financial services including personal financial services and investment banking, amongst others, to create competitive advantage through strategic alignment (competitive potential) (Venkatraman et. al., 1993). Similarly, Barclays and Lloyds TSB use strategic alignment (Service level) to ensure the effective use of IT resources and be responsive to the growing and fast-changing demands of the end-user population (Cio.co.uk, 2010).6.3 Performance military rankIt is argued that positive relationships between marketing spend, market share and marketing activities have an incremental impact on market share however this does not apply to the big four banks (Digital look.com, 2009). The graph below demonstrates decline of share prices for RBS and Lloyds in the last two years. Bothbanks have lost between 75% and 85% of its values in comparison to the past 2 years.Fig2 Market Shares Trends of t he Top Major BanksIn summary, the results demonstrate varied results for UK banks in 2009. HSBC for example, report significant improvements whereas others such as Barclays and Lloyds TSB demonstrate decline due to the impact of the global financial crisis.In addition, according to Digital look.com (2009), HSBCs success attaining the top of investors is as a result of the pur faceLargest bank in the UK with a well-capitalised balance sheet.Solid defensive stock with a fixed and resilient earnings track book.Well-placed to benefit from the continued economic growth in emerging markets.Currently trading on attractive valuations with a forward P/E of 11.6 times and a dividend yield of 3.4%.HSBC demonstrates a lack of focus and development with regards to investment banking which has prevented HSBC becoming a major player in investment banking.Focus and development is essential for performance improvement due to continuous sub-prime mortgage fallout and credit minginess influences o n the retail banking sector (Digital look.com, 2009). The last three years demonstrate the emergence of HSBC as an investment banking brand.7. CONCLUSIONThe findings indicate that HSBC dominates the banking industry with record profits, however the bank has reported increasing debts and this will not be helped by the current credit crisis in the US and the UK. As consumers become increasingly aware of the rising cost of living they are likely to shop around for the best interest rates and they are likely to find this on the internet with online mortgage and debt companies. Although the introduction of online banking has proved commonplace among HSBC customers, the company should ensure that extra security measures are in place that will guarantee maximum security of consumer data.As HSBC is a multinational company and therefore people trust the brand and confidence that their pecuniary resource are being well maintained, there are development opportunities for the futurity in des tinations, such as Afghanistan and Brazil.8. RECOMMENDATIONSIn order to rectify the shortcomings in its international strategy, the author of this report recommends that consideration be given to the followingHSBC should seek to identify optimal investment packages and strategiesHSBC should expand its products and services to suit the various markets and the times.HSBC should focus on driving growth of brands and improving performance by ensuring that their strategies create value and growth.HSBC can stay ahead in competition by offering better services for its customers such as exceptional customer service, environmentally friendly policies including the HSBC Communities Policy which aids develop countries.BIBLIOGRAPHYAmel, D., Barnes, C., Panetta, F., Salleo, C. (2004). Consolidation and efficiency in the financial sector A review of the international evidence, daybook of Banking and Finance, Vol. 28, No. 10, pp. 2493-2519.Anand J, Delios A. 2002. Absolute and relative resources as determinants of international acquisitions. 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