How does the Citibank budgeting process work? Is this a Participative process? Citibank applies two management processes to control its international branches: sovereign risk limits review and operating budget review. Its budgeting process is a bottom-up. Although it starts from the headquarters’ instructions which guide the timing‚ format and issues needed to be addressed‚ budgeting is not obliged to attain specific targets. The corporation’s long-term goals are shared. Some international branches
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Case 1: Citibank Indonesia 1. Citibank’s budgeting process is based on a bottom-up method. It is not compromised of specific goals to be attained by individual operating units‚ but is composed for the corporation as a whole. Citibank was aiming for long-term goals‚ which call for profit growth of 12-15% per year‚ 1.25% return on assets‚ and 20% return on equity. These standards are set for the entire company‚ and individual sectors‚ such as international branches‚ usually set their own higher goals
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5/16/2015 Citibank Indonesia Essay by Minischoles1 Search thousands of free essays... Search JOIN LOGIN HELP CONTACT Welcome Anti Essays offers free essay examples to help students with their essay writing. Sign Up for free Citibank Indonesia Essay Below is a free essay on "Citibank Indonesia" from Anti Essays‚ your source for free research papers‚ essays‚ and term paper examples. CITIBANK INDONESIA Assignment in økonomiske styringssystemer. In this paper I am going to write
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Case 6: CitiBank 1. On a social standpoint‚ CitiBank is faced with more of their customers expanding their businesses globally and becoming e-enabled. Hence‚ CitiBank had to adapt to this new social trend by shifting to e-space. For instance‚ sophisticated‚ corporate customers wanted to collect payments online and have access to more efficient Web-enabled financial processes. Politically‚ regulators who became more cautious about privacy issues and wanted banks to be able to quickly identify
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it is fair. Particularly scorecard template is clear and easy to understand. 7 specific blocks of targets (financial‚ strategy‚ customer satisfaction‚ control‚ people‚ standards and finally overall evaluation) shows what is most important for Citibank in this year. Except figures and data (Key Performance Indicators – KPIs) there is also a place for comments and opinions which is very important to evaluate managers and employees. In addition to 4 quarterly performance assessments McGaran has
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Harvard Business School 9-198-048 Rev. October 14‚ 1999 Citibank: Performance Evaluation Frits Seegers‚ President of Citibank California‚ was meeting with his management team to review the performance evaluation and bonus decisions for the California branch managers. James McGaran’s performance evaluation was next. Frits felt uneasy about this one. McGaran was manager of the most important branch in the Los Angeles area‚ and his financials were impressive. A year ago he would have
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Kristin Howell Bus 400 Sec A Dr. Li 30 October 2007 "Citibank Case Analysis" Introduction: Through reading the article titled "Citibank: Performance Evaluation" and performing my own in-depth case analysis‚ I was able to analyze the issues Citibank California was confronted with and determine possible solutions to help run their business more successfully. Although Citibank is a well-run corporation that made necessary improvements in an effort to gain a competitive advantage over their
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Citibank: Launching the Credit Card in Asia Pacific 45-720 Marketing Management Marc Brands Masatoshi Kaneko Oscar Lehmann Shu Yagi Juan Zatarain January 23‚ 2003 Executive Summary We recommend in the first phase to expand the credit card business into India‚ the Philippines‚ Taiwan and Thailand. These are fairly stable untapped markets. Our strategy is to focus generally on the high status groups in these markets. The cards should be issued in the local
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CITIBANK CASE 1. Citibank should maximize profits in developed countries where there are very large populations with potential customers. The economy in Asia-pacific countries is not as developed as the United States and Europe. Citibank has the opportunity cost of maximizing profits in the United States and Europe for risking the card launch in Asia and not getting results from that. 2. If Citibank decides to launch the new card to Asia-Pacific countries‚ they should go ahead and launch
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customers. It provided the tools and channels for its customers to receive money efficiently and to make payment in a timely fashion. In 2000‚ intense competition and the dot com boom put pressure on Citibank and its competitors to transform their business in the new economy. In response to these challenges‚ Citibank made a serious push to deliver integrated solutions that would enable its corporate customers to conduct transactions on-line. Citibank’s e-business strategy – Connect‚ Transform and Extend –
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