Strategic Analysis and Recommendations for UOB Bank

This report provides a comprehensive strategic analysis of United Overseas Bank (UOB), a multinational Singaporean banking organization. The analysis begins with an executive summary and an introduction to UOB, highlighting its global presence and diverse services. Part A delves into external analysis using Porter's Five Forces, assessing the threats of new entrants, bargaining power of suppliers and buyers, competitive rivalry, and the threat of substitutes within the banking industry. Internal analysis is conducted through a value chain analysis, evaluating primary and supporting activities like marketing, sales, technology, and risk management. The report identifies UOB's weaknesses and threats, including the need for innovative banking solutions and the impact of economic uncertainties. Part B presents a TOWS analysis, outlining UOB's strengths, weaknesses, opportunities, and threats, and proposes strategies to capitalize on these factors. The report concludes with a discussion of UOB's strategic approach, emphasizing its market position, multilateral efforts, and initiatives to support small and medium-sized enterprises through FinTech solutions. The report also covers the importance of mobile payment functions and other innovative banking applications. The analysis provides recommendations for UOB to maintain its position as a top-rated bank and adapt to the changing market dynamics.

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UOB Bank Strategy Analysis
Student’s name
Name of the Institute

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PART A
Executive Summary
UOB i.e. United Overseas Bank is multinational Singaporean banking organization. The
bank has branches across multiple countries. It has 500 offices worldwide. The bank provides
standardized service across different parts of the country. The bank is famous for its strategic
alliances with other companies and its digital initiatives. It forms strategic alliance either by
merger or acquisition. The following report describes the strategic analysis of the bank. It is
divided into three sections. Part A constitutes introduction of company, its external analysis
(using 5 force porter analyses), internal analysis (using Value chain Analysis), its weaknesses
and threats, area of improvement. Part B has SWOT analysis and strategy. Part C is for
individual learning from assignment like learning about strategy process model, strategic
alliances etc.

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Introduction
Its headquarters is mainly in Singapore with branches mainly in Southeast Asia. It was
setup in 1935 with group of Chinese born businessmen. In terms of total assets, it is one of the
largest banks in South East Asia (Acharya, 2014). United Overseas Banking has 60+ branches in
Singapore. It has network of 500 offices in 19 countries in Western Europe, Asia Pacific and
North America. UOB mainly provides insurance services, investment, venture capital, corporate
finance, private banking and asset management, personal financial services, commercial and
corporate banking services (Ab Rahim, 2015). Majority of their operations are in Malaysia,
Brunei, Myanmar, Indonesia, Thailand, Vietnam and Philippines. Its subsidiaries include UOB
Bullion and Futures Limited, United Overseas Insurance Limited, UOB Asia Investment Partners
Pte. Ltd., UOBBF Clearing Limited, UOB-SM Asset Management Pte. Ltd., UOB Asset
Management Ltd, UOB Venture Management Private Limited, Far Eastern Bank Limited. The
bank has joint venture with United Orient Capital Pte. Limited. The UOB-Kay Hian Holdings
Limited is its associate.
External Analysis
5 Force Porter Analyses in Banking Industry
Threats of New Entrants (Low): Even when there are capital and regulatory requirements, the
banks are opened every year. But due to stringent laws and volatile market the threat of new
entrant is low. The main factors that affect the threat of new entry barriers: Skilled manpower,
regulations and Government licensing, large amount of initial investment, global banks,
protecting intellectual property rights. For example, it requires a great deal of investment and
license to open a bank, hence threat is low. That is there are only hundreds of banks in country.

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Bargaining power of suppliers (Moderate): For UOB or other banks this includes FED,
regulatory bodies of different countries and strategic alliances. All these parties has good amount
of control over customer deposits, loans from financial institutions, mortgage security and loans.
It depends on economic outlook, operations onshore and offshore, role of regulatory authorities
in affecting bargaining power. The bargaining power of supplier is moderated. For example,
MAS (Monetary Authority of Singapore) have a system of check and balances over banks in
Australia.
Bargaining power of Buyers (Medium): The buyers are customers and SMBs (Small and
Medium Businesses). This power is high because high switching cost, customers are loyal.
However due to technology, these factors have taken back seat. Now customers are more
informed and can switch to other bank easily. The bank competition, retail lending, multiple
options affect their decision. For example, any individual or corporation in Singapore can
account in any bank as switching cost of also low.
Competitive Rivalry (High): This industry is very competitive and intense. There are lot of
mergers and acquisitions taking place. There are so many players of the similar size. There is
high price competition and less product differentiation. The exit barriers are high. All the banks
more or less use the same strategies. The growth rate of markets is low. For example, customers
can got to any bank to open account or take loan.
Threat of Substitutes (Low): Largest substitutes are non-financial investors, borrowing avenues,
non- banking financial corporation. They attract good amount of market share. There is no
substitute for withdrawals and deposits. The main factors that affect the threat of substitutes in

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banking industry include customer relationships, customers’ attitude and their switching costs.
For example, there are some private institutions but not much of substitutes to lathe banks.
Internal Analysis
Value chain Analysis
Primary Activities
Marketing: Customers’ needs are met professionally, personally and efficiently (Vahlne, J. E., &
Johanson, 2017). Despite of slow economic growth, volatile commodity market and changing
geopolitical landscape, the banks has stayed resilient. Personal growth is balanced with stability,
creating value for stakeholders and support customers through economic cycles.
Sales: The UOB Bank focuses on building an ecosystem where enterprise and innovation can
thrive irrespective of the volatile market condition. The company leverages technology and
partnership with other banks to enable simple and safer banking options across different
countries (Casu & Wilson, 2016). It provides safe, secure and trusted banking system.
Product: UOB services and product focus on customer experience, digital transformation,
providing economic value, maintaining regulatory compliance, responsible lending, easy and
responsible access to financial services, supply chain responsibility, social impact, diversity and
inclusion, environmental footprint, fraud prevention and anti-money laundering (Pranee &
Srinuan, 2017).
Transactions: UOB connects business with opportunities, leverage technology and providing
right solution to customers. United Overseas Bank has also launched its services on mobile

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through UOB application. One of the key features of application is Mobile Cash. It allows
transfer of cash to the registered recipient who can withdraw amount from any of UOB bank.
Supporting Activities:
Technology: It is necessary to come up with promising innovations that accelerate the
development of innovative technologies within the financial services sector (Frame & White,
2014). UOB prefers multiple digital options like mobile cash. It is leveraging technology to
connect its business across multiple countries.
Human Resources: UOB has risk-focused organization culture, attract develop and retailing
talent, provided workplace safety, health and well-being.
Infrastructure: UOB has more than 500 offices in total across different countries. It is recognized
as global bank. With large number of mergers, acquisition and strategic alliances it is leveraging
assets of other organizations also.
Risk Management: Systems and processes are robust in UOB to cope up with growing financial
crime and cyber threat. The security is paramount in UOB. It uses sustainable approach to
address the priorities, opportunities, risks and effects. There is need of maintaining global stand,
so UOB considers global standards (Lasserre, 2017). It takes multiple initiatives to diversify
funding mix and to optimize funding cost.
Weaknesses and Threats for UOB
There is requirement of innovative banking solutions relevant to the market. In order to
diverse their portfolio, the UOB bank need to embrace diversity and inclusiveness. UOB
currently targets only some section of society. However, it should increase their support to make

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financial services accessible to multiple sections of society. Due to merger, it does not have fully
owned power to run the banks.
In spite of growing issues in shipping industry in oil and gas segment, it is necessary to
maintain the asset quality. One of the issues prevalent in market is uncertain economic and
market outlook (Ebrahimnejad & Yousefpour, 2014). For example, the value of Singaporean
continued to fall against US dollar. SGD i.e. Singaporean dollars has been volatile for
sometimes. US dollar has recovered this year in by improved growth outlook. This results in
increasing market rate at much faster rate than the Fed Fund Rate. This may lead to weakening
SGD for a longer time. The current macro environment is very different from what it was in
2015-2016. Back then, the global economy was facing multiple challenges like oil prices were
increasing which in turn was leading to inflationary pressures. There is synchronized recovery.
Global growth is doing well. But the focus has now moved to inflationary risk or overheating.
The labor market is tightened.
Areas of improvement
It is necessary that company maintains its position as one of the top-rated banks even in case of
uncertainty in the market. They must continue on building their strengths like connecting
business with opportunities, leveraging technology and providing right solution to customers.
The Fed is moving towards very tight monetary policies. The central banks will also tighten their
monetary policies as inflation grows high due to high oil and commodity pricing. In such volatile
environment, it is necessary for UOB to attract the new customers and retain the existing one.

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PART B
The TOWS analysis for UOB can be shown as:
Internal Factors
External Factors
Strengths
 UOB has global footprint
 500 + offices
 Professional and Moral
Standards
 Having Understanding of
different markets
 Established and Integrated
Network
 Large pool of talent and
expertise
 Digital facilities
Weaknesses
 Strategic Alliance
risks
 Lack of use of
technology
Opportunities
 Multiple Strategic
Alliance options
 Multiple countries to
target
SO Strategies
 Increase penetration in
Singapore market through
investments
 Expand in other countries
through joint venture. For
example, partner with
ICICI Bank in India
WO Strategies
 Use Information
technology systems
like ERP and CRM
to manage operations
 Use IT to integrate
the operations of
different branches of
bank
Threats
 Economic factors like
oil prices etc.
 Competitors
 Legal factors
 Government
regulations
ST Strategies
 Use marketing techniques like
Facebook marketing
 Use mobile advertisement
solutions to generate leads to
pitch for cards and loans
WT Strategies
 Use benchmarking to
learn from the
operations of other
banks in Singapore
and other advanced
nations like USA &
Australia

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Strengths
UOB has global footprint which is expanded through both organic growth as well as through
strategic acquisitions. It has made its mark in Southeast Asia with a global network of 500 plus
offices. With presence in global market, the bank has understanding of different markets,
corporate culture and their business mindset (Birkinshaw, 2016). The bank helps in creating
greater access and growth in the regions where it has presence. It claims to have product and
market expertise. The other strength of bank is its established and integrated network (Meyer &
Su, 2015). Its strong global presence enables to provide consistent quality of experience it has
more than 500 branches and offices across the network. The company has large pool of talent
and expertise. The company has augmented digital facilities to make banking safer and simpler.
The bank tries to broaden funding sources and diversify investor base. The organization policies,
processes and practices are kept in place to maintain professional and ethical standards (Chang,
2016). The bank provides various service options such as equity crowd funding and venture debt.
Weaknesses
The strategic alliance risks like costs of establishing the arrangement, cultural barriers,
differences in ethical standards and corporate values, conflicting objectives and strategies two
partners, competitive advantage or protection of proprietary technology, over dependence on
other partners for competitive capabilities and essential expertise (Serrat, 2017).
Opportunities
The bank helps customers to seize opportunities across Asia. The bank may increase number of
strategic alliances to achieve this purpose. It increases openness and connectivity across the
region. Overall the bank continues to build strength in connecting businesses with different

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opportunities domestically and across regions, in exploiting technology to make banking easier
and in providing right solution for customers.
Threats
The bank makes adequate provisions in different sectors like oil in case of slow economic
growth to keep balance sheet strengthen. The bank should be judicious in their lending as
compared to competitors.
Strategy for UOB
The company has a good position in the market. It is among the leaders in market.
Multilateral efforts like Association of Southeast Asian Nations (ASEAN) Economic
Community, Belt reinforce cross border trade. The bank’s efforts in overseas banking resulted in
increasing their cross-border activities more than their onshore activities. The bank is one stop
shop for inter and intra-regional opportunities. To help small and medium sized enterprise the
company is developing financial technology i.e. Fin Tech solutions with its partners. For
example, BizSmart, Singapore’s first cloud-based solution is linked with business’ UOB account.
It helps in payroll, inventory, resourcing and accounting (Shaikh & Karjaluoto, 2015). Mobile
payment functions such as hiLife and snaapp apps have also been introduced by the bank. Young
customers with entrepreneurial mindset are the major focus. UOB YOLO card is to support
millennial lifestyle (Hitt, 2016).
The bank has adopted international strategy to create itself differently from competitors.
There are differences in cultural, demographic and market conditions for different countries.
There are different strategic options to enter and compete in cross border markets. These include
maintain a national production base and export products to foreign counterpart, put an overseas

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franchising strategy, provide license to foreign firms to produce and distribute the firm’s goods,
develops a wholly-owned subsidiary by either “greenfield” venture or through acquiring a
foreign company and depends on joint ventures or strategic alliances with foreign nations
(Tallman, S., & Pedersen, 2015). Based on the nature of UOB’s strategic objectives, its resources
and capabilities, it needs and external factors it has opted strategic alliance for entering in the
international market. UOB has also taken into account level of investment required and
associated risks. It leads to sharing dealer networks and distribution facilities (Warner &
Sullivan, 2017). It helps in directing competitive energies toward competitors. UOB establishes
working relationships with key officials in the host-country government. There is certain risk
associated with the strategic alliances. UOB has adopted transnational strategy to compete in
international market. It thrives to become renowned global brand and also manages its actions in
every branch (Della Porta & Marchetti, 2015). A transnational strategy is also called think global
and act local approach.

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PART C
I can say that strategy process model is one of the most important model that
organizations should follow. With this course, I have learned that organizations must assess the
internal and external stakeholders as the part of strategic assessment. From this study, it is clear
that UOB has followed a different strategy. Through its strategic alliance it has tried to
differentiate itself. The module has helped to understand when a company follows international
strategy approach. It is not necessary that it wants to make only international presence but to
compete locally also it has formed strategic alliance with global players. This has helped in
transferring technological knowledge, resources and capabilities. It has provided a cost effective
method for company to use its competencies fully. It extends competitive advantages in broader
markets. Any company that strives to become industry leader must consider itself in terms of
global market leadership.
In this course, I got the chance to learn about the various model of strategic planning like
PESTLE analysis, SWOT models, Porter 5 forces models, etc. As learning I can say that
organizations must use the combination of these models rather than using any single model. The
company strategize to enter in cross border market to achieve low costs by economies of scale, to
attract new customers, to exploit increasing purchasing power of other nations, to leverage core
competencies and gain access to capabilities present in international markets and to expand
business in wider area. There are three kinds of approaches in competing international market
multi-domestic strategy, transnational and global strategy. Strategy is a long-term planning or
game play. It is different from planning in a way that planning is static whereas strategy is
dynamic (Johnson, 2016). Strategy considers multiple aspects. It has well defined process.

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Strategy process model includes understanding the company. It deals with understanding
company’s vision, mission and values. Then it is necessary to understand the impact of external
environment. It includes PESTLE and PORTER analysis. It is then followed by internal analysis
which determines company’s resources and capabilities (Rothaermel, 2015). The internal
analysis helps in understanding company’s core competencies and value chain analysis. Based
on understand of internal and external factors the company defines its Strengths, its Weaknesses,
its Opportunities and its Threats. This SWOT analysis is the base of selecting any strategy. So,
considering UOB, it has followed international strategy based on its SWOT factors. After
selecting a strategy, it is necessary to define benchmarks. This benchmark is written document of
what company wants to achieve and how it will achieve it. This whole process is part of strategy
execution. It is equally necessary to implement the strategy well (Mabogunje, 2015). So, strategy
implementation has following parameters like Leadership, Corporate Governance, evaluation of
parameters etc. If the strategy is properly executed and implemented, it helps in achieving above
average returns as well as help in achieving sustainable competitive advantage.

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