Strategic directions for Land Bank of the Philippines' Account Management Group

• Main Author: Chaluangco-Capili, Emily E.
• Format: text
• Language: English
• Published: Animo Repository 1997
• Subjects: Business Administration, Management, and Operations
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/2096
• Institution: De La Salle University

The world is changing. Regionalization is a global trend. In the Philippines, everything is being deregulated (petroleum, airlines, banking, etc.) The customer is changing, competition is getting tough, costs are going up. There is crisis everywhere and we have to keep bettering ourselves all the time. We have to be globally competitive. For LandBank, this challenge is more difficult than the challenge to other financial institutions because of its unique mandate as a catalyst of countryside development. Hence, as developers of the poorer segments of society, LandBank has to strike a balance in order to make sure the institution continues to be sound because is an institution is not sound, it will be able to help anyone. For this reason, this paper was made focusing on one of the business units of the Bank the Account Management Group. The overall objective of the paper is to provide general and specific strategies in order to provide a general direction for AMG in pursuing its overriding objective: To contribute to the profits of the bank from its market area of a responsibility. An in-depth analysis of the Philippine banking system will be given in order to appreciate better LandBank’s position in the industry. Likewise, with the use of Michael Porters Five and Value Chain Analysis, an assessment, analysis and recommendation will be reached to meet the objective. The study main conclusion is that LandBank, in particular the Accounts Management Group, has a strong position in many aspects of competition among the industry players. However, there are areas where it should focus its attention in order to remain competitive in the market.