CIBC-Barclays Case Study the Potential Term Paper

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In the short run their financial results would be partially inflated from the acquisitions, and in the long-term, their share of market would significantly increase.

Look to CIBC for leadership in the processes that are people-centric, and in effect embrace a human Six Sigma approach to managing the transactions and processes that require bank staff to work with the public. Concentrating on a DMAIC architecture from Six Sigma would serve to codify or capture the best practices of CIBC so they could be more effectively automated and streamlined by the it systems in Barclay.

Segment customer service strategies by the level of the customer requesting support. Both companies are not doing this within the context of the case study today. CIBC needs to concentrate on giving face time only to those customers who have high net worth, and Barclays' could concentrate on brining more advance electronic commerce initiatives to its higher end customers as well. The goal is a hybrid approach to defining how the concept of customer service and the use of it are combined.

Threats

The most major threat is that another group of dominant competitors chooses to merge, further throwing pressure into the oligopolistic market forces that are tending to incite price wars over time.

More globally entrenched competitor's band together to create a transaction hub for managing transactions, seeking to gain efficiencies and economies of scale in the process. This tends to make CIBC even more obsolete and forces Barclays to continually focus on automating service, not redefining processes to make them competitive.

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Return on Equity (ROE) can significantly be increased through the merger, which at CIBC, is quite low today.

Recommendation

It is highly recommended that CIBC and Barclays' merge in the western Caribbean CUBC has the customer-centric culture yet lacks the formalized it infrastructure to be more competitive from an efficiency standpoint, and Barclays has proven business process management (BPM) and business process reengineering (BPR) expertise and a core competency in the use of it to accomplish both process-centric and line-of-business objectives. The merger should continue on as CIBC can bring a cultural strength to customer service and Barclays can bring the process management and it strength necessary to make the catalyst of the two companies successfully work together. As is evidenced by the net profit margin (%) drop shown in Appendix I, the need for clearly CIBC to gain much needed expertise in the area of process management appears in the financial analysis completed.

Appendix I

Canadian Imperial Bank of Commerce Financial Ratio Analysis

Profitability Ratios 10/31/2001 10/31/2000 10/31/1999 10/31/1998 10/31/1997 10/31/1996 10/31/1995 10/31/1994 10/31/1993 Return on Equity (%) 14.17-18.12 9.31 9.48-15.14-15.63-11.69-10.55 9.18 EBITDA of Revenue (%) 105.46-131.12-131.1 143.56-160.41-166.69-162.56-161.8 159.59 Pre-Tax Margin 8.58-11.95 6.89 7.76-14.91-15.4-12.6-13.08-31.47 Net Profit Margin (%) 7.89 8.91 5.11 5.33 9.19 9.18 7.7-7.94-26.41 Effective Tax Rate (%) 0.23 1.47 0.84 1.21 3-3.32 2.57 2.62 2.87 Liquidity Indicators Quick Ratio 0.06 0.06 0.08 0.07 0.06 0.06 0.12 0.08 0.07 Current Ratio 0.06 0.06 0.08 0.07 0.06 0.07.....

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