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Subject: International financial mangament

Presented to: Sir Taimoor

Presented by:

Group Members Roll Numbers

Muhammad Akram 12052054-032

Muhammad Zeeshan 12052054-033

Sana Javaid 12052054-045

Sehrish Khalid 12052054-062

Semester 4nd (M.com)

Section ( T )

G.T road science Campus


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Table of contentS# Table of content Page#1 Introduction of MCB 3

2 Liquidly ratio 8

3 Operating

performance ratio

12

4 Return on investment 165 Assets utilization

ratio

18

6 Marketing ratio 19

7 Conclusion

&recommendation

25


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MCB Bank previously known as Muslim Commercial Bank, today is one of the enormous banks of

Pakistan, was established in 1947.

As it was incorporated in 1947, MCB soon earned the reputation of a solid and conservative

financial institution managed by expatriate executives.

In 1974, MCB was nationalized along with all other private sector banks. This led to deterioration

in the quality of the Banks loanportfolio and service quality. Eventually, MCB was privatized in1991.

During the last fifteen years, the Bank has concentrated on growth through improving service

quality, investment in technology and people, utilizing its extensive branch network, developinga

large and stable deposit base and managing its non-performing loans via improved risk management

processes.

The strength and stability of MCB Bank Limited is evident through the credit rating assigned by

JCR-VIS Credit Rating Company Limited of AA (Double A) for long to medium term and A-1 (A

one) for short term.


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MCB Bank Limited is a full service institution offering consumer, corporate and investment banking

facilities to its customers. The banks widespread and growing network of branches in the four

provinces of the country and abroad, together with its corporate offices in major cities, provides

efficient services in an effective manner.

MCB Bank has attained its goodwill and fame rapidly in local financial market and around the

globe, the 9 to 5 full day banking and banks 24 hours online banking services gives it an edge over

other banks, while its fastest ATM network facility encompassing more than 34 cities around the

country provides customers such convenience that they expect from the bank. All branches of the

bank are located at vintage points covering a large segment of population and business houses MCB

is one of the leading banks of Pakistan with a deposit base of about Rs. 280 billion and Total assets

of around Rs.300 billion.

MCB Bank Limited(Formerly Muslim Commercial Bank Limited) has a solid foundation of over

50 years in Pakistan, with a network of over 900 branches, over 750 of which are Automated

Branches, over 222 MCB ATMs in 41 cities nationwide and a network of over 12 banks on the

MNET ATM Switch, which as a combination is considered to be the core competence of MCB.

MCB has become the only bank to receive the Euromoney award for the fourth time in the last five

years. MCB won the "Best Bank in Pakistan" in 2005, 2004, 2003, 2001, and in 2000 the "Best

Domestic Bank in Pakistan"awards.In addition, MCB also has the distinction of winning the Asia

Money 2005 & 2004 awards for being "The Best Domestic Commercial Bank in Pakistan".

Challenging and Changing the Way you Bank
http://c/Documents%20and%20Settings/Qamer%20Shahzad/Desktop/MCB%20Internship/MCB%20Info/www.mcb.com.pk/aboutus/awards.htmhttp://c/Documents%20and%20Settings/Qamer%20Shahzad/Desktop/MCB%20Internship/MCB%20Info/www.mcb.com.pk/aboutus/awards.htm


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To maintain long term customer relationships through outstanding service and convenience

Trust:

MCB is the trustee of public funds and serve with integrity & commitment. Ethical behavior is

importance for them. They adopt full compliance with internal and external policies & procedures,

operating within the legal framework.

Customer Focus:

MCB continuously seek to exceed their customers expectations, forging and maintaining long term

relationships.

Innovation:

MCB strives to be the market leaders in innovative products and services offering customized

financial solutions with flawless execution.

Teamwork:

The diversity of their people is their strength. They inspire and challenge each other working

together to achieve synergy.

Achievement:

Their people are their most valuable asset. They are committed to a result oriented culture. MCB

goals are clear and merit is the only criterion for reward.

Social Responsibility:

As responsible citizens MCB contributes to the social welfare of the community they live

in.


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(5.3.1)ORGANIZATIONAL HIERARCHY Chart

ORGANIZATIONAL STRUCTURE

As MCB is a banking company listed in stock exchange therefore it follows all the legalities which

are imposed by concerned statutes Mr. Muhammad Mansha is chairman & chief executive of thecompany with a team of 10 directors and 1 vice chairman to help in the business control and strategy

making for the company.

Operational Management of the bank is being handled by a team of 10 professionals. This team is

also headed by Mr. Muhammad Mansha. The different operational departments are Consumer

Banking & IT div; Financial & Inter branch div; Banking operations div; HR & Legal div; financial

Manager

Cash Department

In charge (Qayyum)Lockers Department

(Naveed)

Cash Officer

(Wahab)Cash Officer

(Iftikhar)Cash Officer

(Ejaz)

Operational Department

Sa id

3 Guards 2 Office Bo s

KPO

General Ledger

(Suleman Butt)

KPO

Saving Account

(Yasin Butt)

Clearing

(Bukhari)Unskilled WorkersKPO Checking Officer

(Zulfiqar Butt)

Remittance

(Amir)

CSOAyesha


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control & Audit div; Credit management div; Commercial Banking div; Corporate Banking div;

Treasury management & FX Group and lastly Special Assets Management (SAM) Group.

For effective handling of branches, it has been categorized into three segments with different people

handling each category. These categories are:

a) Corporate Bankingb) Commercial Banking

c) Consumer Bank ing

A) CORPORATE BANKING:

These are branches which have an exposure of over Rs. 100 million. Usually includes multinational

& public sector companies.

B) COMMERCIAL BANKING;

The branches which has a credit exposure of less than Rs. 100 million but having a credit portfolio

of more than Rs. 20 million (excluding staff loans)

Usually branches in large markets and commercial areas come under this category.

C) CONSUMER BANKING

These are the branches which have exposure up to Rs. 20 million and these include all the branches

which are neither corporate nor commercial branches.

Recently the organizational structure was re-designed as follows:

1.Province wise branches

2.Corporate Consumer Commercial

3.20 branches 637 branches 383 branches

FINANCIAL ANALYSIS:

1. Liquidity Ratios:2. Operating profit ratio3. Return on investment4. Assets utilization ratio


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5. Market measure ratio6. Price to earning ratio

Liquidity Ratios:

A class of financial metrics that is used to determine a company's ability to pay off its short-terms

debts obligations. Generally, the higher the value of the ratio, the larger the margin of safety that the

company possesses to cover short-term debts

Current ratio:

A liquidity ratio that measures a company's ability to pay short-term obligations.

Current Ratio = Current Assets CurrentLiabilities

Its shows the firms ability to meet its short term obligations. The higher the ratio, the greater is the

companys ability to meet its short term obligation as the come due. Current ratio is calculated by

dividing current assets by current liabilities

year 2011 2012 2013

Current assets 546607 631225.3 742160.532

Current liabilities 483415 558135.855 655006.1

Current ratio 1.12 1.130 1.133

0

200000

400000

600000

800000

Current assets Current

liabilities

Current ratio

2011

2012

2013


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Interpretation

Current Ratio of MCB for the last three years shows an increasing trend. In the year 2010 it was

1.12 and then it increased to 1.130 in the year 2012mainly due to an increase in current assets of the

bank. But in the year 2012 it just increased from 1.130 to 1.134.

Quick Ratio:

The quick ratio, also known as the acid-test ratio, is a liquidity ratio that is more refined and more

stringent than the current ratio. Instead of using current assets in the numerator, the quick ratio uses

a figure that focuses on the most liquid assets. The main asset left out is inventory, which can be

hard to liquidate at market value in a timely fashion. The quick ratio is more conservative than the

current ratio and focuses on cash, short-term investments and accounts receivable. The formula is as

follows:Quick Ratio = (Cash & Equivalents + Short-Term Investments + Accounts Receivable)

Current Liabilities

year 2011 2012 2013Current assets 284,7950 321,0,264 376,,633

Inventories 69,41,487 63,48316 113,261

Current liabilities 266,434 290,433 342,187

Quickratios 0.87% 0.89% 0.92%

0

1000000

2000000

3000000

4000000

5000000

6000000

7000000

yearCurrent assets Inventories Curr


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Workingcapital:

Working capital is the difference between current assets and current liabilities.Workingcapital is often considered a measure of liquidity by it self. This ratio

shows the amount of liquidity.Working capital is used to check liquidity of the organization.

Working capital=current asset-current liability

interpetation

Company faced difficult times in 2012 in terms of working capital availability. Year 2011 working

capital gives the company a good signal towards having good times in future.

-10,000,000

-5,000,000

0

5,000,000

10,000,000

15,000,000

20,000,000

47,837,824 -

33,215,308

47,852,225 -

52,863,178

51,360,563 -

35,950,130

2011 2012 2013

Working Capital (Rupees in '000)

Working Capital (Rupees

in '000)

Year Current AssetsCurrent LiabilitiesWorking Capital

(Rupees in '000)

201147,837,4 - 33,215,3

14,622,5

201247,852,5 - 52,863,1

(5,010,95

2013

51,360,5 - 35,950,1

15,410,4


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Times interest earned:

Times in terest earned (TI E)or interest coverage ratiois a measure of a company's ability to honor

its debt payments. It may be calculated as either EBIT or EBITDA divided by the total interest

payable.

Time interest earned= EBIT / interest charges

A ratio used to determine how easily a company can pay interest on outstanding debt. The interest

coverage ratio is calculated by dividing a company's earnings before interest and taxes (EBIT) of

one period by the company's interest expenses of the same period:This ratio shows that number of

time a company can cover or meet its financial charges or obligation.

(Rs in Millions)

2011 2012 2013

EBIT 26254 31,483.179 32,053.744

Interest expense 17988 23,620.274 27,500.019

Interest earned ratio 1.45 1.33 1.16

Interpretation

0

5000

10000

15000

20000

25000

30000

35000

2011 2012 2013

EBIT

Interest expense

Interest earned ratio
http://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/EBITDAhttp://en.wikipedia.org/wiki/EBITDAhttp://en.wikipedia.org/wiki/Interesthttp://en.wikipedia.org/wiki/Interesthttp://en.wikipedia.org/wiki/Interesthttp://en.wikipedia.org/wiki/EBITDAhttp://en.wikipedia.org/wiki/Earnings_before_interest_and_taxes


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The interest coverage ratio of MCB serves as one measure of the firms ability to meet interest

payments and thus avoid bankruptcy. In general the higher the ratio, the greater the likelihood that

the company cover its interest payment without difficulty. The interest coverage ratio of MCB has

shown a decrease over the period of three years. In the year 2013 the ratio is 1.16 which show that

the income in 2011 cover only 1.16 times the interest expense.

Operating performance ratio

Gross profit Margin:

Gross margin tells you about the profitability of your goods and services. It tells you how much it

costs you to produce the product. It is calculated by dividing your gross profit (GP) by your net sales

(NS) and multiplying the quotient by 100: mGross Margin = Gross Profit/Net Sales x 100

It measures profitability without concern for taxes and interest. The gross profit margin measures the

total margin available to cover operating expenses and yield a profit.

Years Earnings before Interest

& Taxes / Net Sale

(Rupees in '000)

2011 21,886,740 / 445,285,758 0.049

2012 23,349,146 / 509,223,727 0.045

201326,509,636 / 567,552,613 0.046

0.042

0.044

0.046

0.048

0.05

21,886,740 /

445,285,758

23,349,146 /

509,223,727

26,509,636 /

567,552,613

2011 2012 2013

(Rupees in '000)

(Rupees in '000)


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lnterpretation

Best ratio of 0.545 in year 2013indicates that management is doing efforts to improve the financial

status. Since all revenue from operations is generated from the company's assets, thus this ratio to be

considered very important. The company performed well in 200 and 2011 than current yearcomparatively.

Net Profit Margin Ratio

Net Profit after Taxes X 100

Net sale

It is measure of the firm profitability of sale after taking account of all expense and income taxes.

2011 2012 2013

Net profit after tax 16873 19425 20941

Sales 467613 544231 641652

Net profit margin 3.60% 3.56% 3.26%

0

100000

200000

300000

400000

500000

600000

700000

2011 2012 2013

Net profit after tax

Sales

Net profit margin


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Interpretation

Net profit margin of MCB has shown a fluctuating trend in the year 2011 it was 3.60% but in the

year 2012 it was decreased to 3.56% and again slightly dropped to 3.26% in the year 2013 This

means that through the selling price has increased the other expenses of the bank like operating,

general administration or selling expenses has shown a slight decrease.

Earnings Per ShareEPS:

The portion of a company's profit allocated to each outstanding share of common stock. Earnings

per share serves as an indicator of a company's profitability.This ratio determines the amount of

income that has been earned on each share outstanding. Net profit after tax divided by total

numbers of shares outstanding gives the amount earned on each share.

Earnings per Share= Net Income / No of Ordinary Shares

Years Net Income / No of Ordinary Shares EPS

20119,646,549 / 690,000 13.98

2012 12,700,315 / 690,000 18.41

2013 10,084,037 / 690,000 14.61

0

5

1015

20

9,646,549 / 690,000 12,700,315 / 690,000 10,084,037 / 690,000

2011 2012 2013

EPS

EPS


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Interpretation

Earnings per share are perhaps the most widely used of all accounting ratios. The trend is earning

per share and the expected earnings in future periods are major factors affecting the market value of

a companys share. The EPS share is encouraging for the investor. Decline in EPS for the year 2011

as compared to the year 2012 is due to the increase in nonperforming loans and decrease in

profitability of the MCB as compared to 2012. This consistent growth shows better policies and

utilization of available.

BOOK VALUE PER SHARE: A measure used by owners of common shares in a firm to

determine the level of safety associated with each individual share after all debts are paid

accordingly.

Book Value per share = common equity

Shares outstanding

Year 2011 2012 2013

Commonequity

75133715 86842059 100147132

Shareoutstanding

9108000 1008001 110206280

Book valueper share

8.24 8.66 9.08

0

20000000

40000000

60000000

80000000

100000000

120000000

Year Common

equity

Share

outstanding

Book value

per share

Series1

Series2

Series3


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Return on Investment ratio

Return on Equity:

Return on equity measures how much a company makes for each dollar that investors put into it.

You calculate it by taking the net income earned (NI) by the amount of money invested by

shareholders (SI) and multiplying the quotient by 100:

Return on Equity = Net Income/Shareholder Investment x 100

year 2011 2012 2013

Net profit after tax 16873 19425 20941

Shareholder equity 79204 88802 101751

ROE 21.30% 21.90% 20.60%

Interpretation

The ROE of MCB has shown a mix trend. In the year 2011 the ROI is 21.30% but increased in

the year 2012 to 21.90% but in 2013 it comes to 20.60%. This decrease in ROE is due to un

improvement in Net Profit Margin

0

20000

40000

60000

80000

100000

120000

2011 2012 2013

Net profit after tax

Shareholder equity

ROE


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Return on Assets:

This metric measures how effectively the company produces income from its assets. You calculate it

by dividing net income (NI) for the current year by the value of all the company's assets (A) and

multiplying the quotient by 100.

ROA tells customer what earning was generated from invested capital (assets). ROA for public

companies can vary substationaly and will be highly dependent on the industry. The ROA figure

gives investors an idea of how effectively the company is converting money it has to invest into net

income. The higher the ROA number, the better, because the company is earning more money onless investment.

Assets utilization ratio:

Receivables Turnover Ratio:

An accounting measure used to quantify a firm's effectiveness in extending credit as well as

collecting debts. The receivables turnover ratio is an activity ratio, measuring how efficiently a firm

uses its assets

3.06%3.08%3.10%3.12%3.14%

3.16%3.18%3.20%3.22%3.24%3.26%

12142398 /

342108243

15265562 /

410485517

15374600 /

443615904

2011 2012 2013

Result

Result

Years Net Income/Assets x 100 Result

2011 12142398 / 342108243 3.25%

2012 15265562 / 410485517 3.13%

2013 15374600 / 443615904 3.25%


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Year 2011 2012 2013

Net creditsale

18297143 18625332 2335578

Averageaccountreceivables

10965297 10965297 6790243

Accountreceivableturnover

51.6% 69.8% 7.15%

Interpretation

Receivable show tha efficiency of management of company and how to credit receivable andSome

companies' reports will only show sales - this can affect the ratio depending on the size of cash

sales.

Fixed-Asset Turnover Ratio:

A financial ratio of net sales to fixed assets.The fixed-asset turnover ratio is calculated as:

0

5000000

10000000

15000000

20000000

YearNet credit

sale

Average

account

receivables

Account

receivable

turnover


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year 2011 2012 2013Profitafter tax

15495297 16873175 15374600

Fixedasstes

18014896 20947540 17263733

Fixedasstesturnover

0.86 0.81 0.88

interpretation

The fixed-asset turnover ratio measures a company's ability to generate net sales from fixed-asset

investments - specifically property, plant and equipment (PP&E) - net of depreciation. A higher

fixed-asset turnover ratio shows that the company has been more effective in using the investment in

fixed assets to generate revenue

Market ratio

When a stock analyst wants to understand how other investors value a company, they look at marketratios. These measures all have one factor in common; they're evaluating the current market price ofa share of common stock versus an indicator of the company's ability to generate profits or assets

held by the company.

Price to EarningsAlso known as the P/E ratio, this first metric tells the analyst the cost to acquire $1.00 of thecompany's earnings. For example, if a company is reporting $1.00 in annual earnings and thestock's current market price is $20.00, then the price to earnings ratio is 20.0.

0

5000000

10000000

15000000

20000000

25000000

year Profit after tax Fixed asstes Fixed asstes

turnover

Series1

Series2

Series3


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Formula

Price to Earnings = Market Value per Share / Annual Earnings per Share

Analysisoftheprice-earningratio:

Price earning ratio of MCB bank is high in 2011 as compared to the other years.

Because the market price per share is high in 2011. Because in this year MCB

generate an excellent profit. 2012 is also good but 2011 is worst all of them.

Price to Book or Market to Book

This next metric can be calculated two ways, both with the same result. The measure is used to

understand the price, or market value, of a company relative to its worth (assets). For example, if a

company's market capitalization was $10B and its assets were equal to $10B, its market to book

would be 1.0.

0.00%2.00%4.00%6.00%8.00%

10.00%12.00%

167.80 /

21.36

246.10 /

23.40

399.95/

24.30

2011 2012 2013

Result

Result

Years Market price per share/ earning per share Result

2011 167.80 / 21.36 11.86%

2012 246.10 / 23.40 11.33%

2013 399.95/ 24.30 5.79%


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FormulaMarket value per share

Book value per share

Interpretation

A ratio is used to compare the stocks market value to its book value. It is calculated by dividing the

current closing price of the stock by the latest quarters book value per share. It is computed The P/Bratio of MCB is declining in, 2013, which shows that in such years the share of MCB is undervaluedand such undervaluation of stock is due to the improper projects, poor performance, low profitabilityetc.

0

5

10

15

20

25

30

219.68/228.54

228.54/9.1

134.5/9.44

2011 2012 2013

Result

Result

Years Market price per share/ book value per share Result

2011 219.68/228.54 27.36

2012 228.54/9.1 25.11

2013 134.5/9.44 14.26


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FINANCIAL ANALYSISBalance Sheet Of MCB (From 2011to2013)

(Rupee in 000)

2011 2012 2013

AssetsCash and balances with

treasury banks

39,631,172 38,774,871 45,407,183

Balances with other

banks

4,043,100 6,009,993 1,478,569

Lending to financial

intuitions

4,100,079 3,000,000 4,401,781

Investments 96,631,874 167,134,465 213,060,882

Advances 262,135,470 253,249,407 254,551,589

Operating fixed assets 17,263,733 18,014,896 20,947,540Deferred tax assets _

Other assets 19,810,476 23,040,095 27,705,069

443,615,904 509,223,727 567,552,613

Liabilities

Bills payable 10,551,468 8,201,090 10,265,537

Borrowings 22,663,840 44,662,088 25,684,593

Deposits and Other

accounts

330,181,624 367,604,711 431,371,937

Sub-ordinate loans _

Liabilities against assets

subject to finance lease

_

Deferred tax liabilities 437,137 3,196,743 4,934,018

Other liabilities 21,345,781 15,819,082 16,092,319

385,179,850 439,483,714 488,348,404

Net assets 58,436,054 69,740,013 79,204,209

Represented by:

Share capital 6,282,768 6,911,045 7,602,150

Reserves 36,768,765 38,385,760 40,162,906

Unappropriateed profit 9,193,332 15,779,127 21,414,955

52,244,865 61,075,932 69,180,011

Surplus on revaluation of

assets

6,191,189 21 8,664,081 10,024,198


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Profit & Loss Account of MCB (From 2011-2013)

2011 2012 2013

Markup/ return/ interest earned 40,043,824 51,616,007 54,821,296

Mark up/ return/ interest expense 11,560,740 15,841,463 17,987,767

Net mark up/ interest income 28,483,084 35,774,544 36,833,529

- Provision for dimininution in the

value of investment

2,683,994 1,484,218 444,476

- Provision against loans and

advances

1,335,127 5,796,527 3,100,594

- Bad debts written off directly 41,576 52,047

4,019,121 7,322,321 3,597,117

Net mark up/interest income after

provisions

24,463,963 28,452,223 33,236,412

Non mark up/interest income

Fee, commission and brokerage

income

2,953,394 3,331,856 4,129,540

Dividend income 617,554 459,741 543,906

Income from dealing in foreign

currencies

727,564 341,402 632,346

Gain on investment 740,429 773,768 411,834

Unrealized loss on revaluation of

investments

classified as held for trading

(103,198) _

Other income 855,697 736,118 547,680

Total non mark up interest income 5,791,440 5,642,885 6,265,306

Income after interest income 30,255,403 34,095,108 39,501,718

Non mark up/interest expense

- Administrative expenses 7,546,878 10,107,189 12,173,942

- Other proposition/write off 23,135 142,824 88,261

58,436,054 69,740,013 79,204,209


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-Other charges 817,824 690,150 986,440

Total non mark up/ interest

expense

8,387,837 10,940,163 13,248,643

Extra ordinary/unusual items _

Profit before taxation 21,867,566 23,154,945 26,253,075Taxation-Current year 7,341,257 7,703,305 8,027,433

-Prior years (864,824) (2,232,226)

-Defferd 16,533 2,188,569 1,352,467

6,492,966 7,659,648 9,379,900

Profit after taxation 15,374,600 15,495,297 16,873,175

Inappropriate profit brought

forward

5,130,750 9,193,332

Transfer from surplus on

revaluation of fixed assets

21,319 22,324

5,152,069 9,215,656

Profit available for appropriation 20,526,669 24,710,953

Basic/diluted earning per share 22.25 22.42

Future Prospects Of The Organization To comprehensive plan for future to ensure sustained growth and profitability.

To facilitate alignment of the vision, mission, corporate objective and with the business

goals.

To provide strategic initiatives and solutions for projects, products, policies and

procedures.

To provide strategic solutions to mitigate weak areas and to counter threats to profits.

To identify strategic initiatives and opportunities for profits.

To create and leverage strategic assets and capabilities for competitive advantage.

For developing a forward-looking perspective, strategic planning driven by quality research isessential. Strategic planning helps to set short, medium and long term business plans in order

to achieve the banks longer term goals, objectives and vision. Strategic planning division

headed by an experienced economist has been established. It is mandated to conduct

economic research and present detailed sect oral analysis of Pakistan economy. It will also

make assessment of overall outlook for the banking sector that should assist senior

management in decision-making process.


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Future prospects of the Muslim Commercial bank are to increase market shares, mobilize

resources, developed retail, agriculture and Islamic banking, introduce fresh initiatives for

corporate and investment banking, capitalize on the new business opportunities .

CONCLUSION:

With Cooperation of all branch members, I have been able to learn and experience many new thingsrelated to the banking sector and the banks workings. I am able to handle the public with respect to

many different workings on many different instances and also in account opening for customers and

can handle many other tasks as well.

Finally I concluded that MCB is a good organization for a person for his long term career workings.

Overall working and environment of the bank is very comfortable and the staff is very helpful and

respectful of each other and it still maintains a professional environment. Management of the bank is

very strong.Employees of MCB Fatimah Jinnah Road branch, Sargodha work more than their

working hours and all the workings take place in a very friendly atmosphere that does not induce

pressure on the person working there. It also shows their loyalty and commitment to the

organization. This branch of MCB relatively small and has climbed its way up very quickly and all

that only because of the employees efforts and consideration for each other

Understanding and the effective management of the human resources is the most difficult challenge

faced not only by the bank but by all the organizations. Even though the people have been sacrificed

in the new organizational developments, it is becoming clear that the true lasting competitive

advantage comes through human resources and how they are managed. MCB seems to not focusing

on this highly critical issue as the job satisfaction level of the employees working at MCB, was quite

low.

The attitude of the bankers with all of their customers is not the same, they pay more attention and

good service to some of the customers and neglect a major portion of them. Some of the customersapproach to the bank officials and get their work done before others; it is not a good practice

RECOMMENDATIONS:After doing a deep study and witnessing everything that goes on in a branch, I would then like to

make the recommendations that;

First of all, the management needs to overlook the major problems that the organization is

currently facing and then develop strategies to eradicate them. Some of the suggestions that I would

like to give at the end are:

Promotion and Mass Media PublicityMCB Bank can improve its Marketing strategies to acquire more promotion and mass media

publicity by the use of effective channels of promotions like TV, Newspaper Advertisements. It can

also improve its magazine publication that it releases each month.

Better Reward System

Better reward system is one of the most important requirements in order to reduce the problem of

Employee retention and improve Employee motivation.

Continuous Training Of Employees


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There is lack of proper and continuous training of employees that needs to be solved.

1.Creation of enhanced performance appraisal system.

2.Proper use of stationary.

3.Implementation of enhanced Marketing system.

Salary Packages

Improvement should be made in the salary package of the employees as it is comparatively less

when compared to the other operating banks in Pakistan


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REFFRENCES

1.www.mcb.com.pk

2.Annual report of MCB bank


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2


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