No description available.

No description available.

No description available.

The past three decades have been characterized by significant growth in the international operations of United States (U.S.) banks. This is evidenced by the fact that the number of U.S. branch offices in international locations has more than doubled in the past 30 years. This study uses multiple regression analysis to identify the factors that determine U.S. bank penetration abroad. The level of U.S. bank penetration into foreign markets, the dependent variable, is measured by the total claims held by U.S. banks and their foreign offices in a particular country on a per capita basis. The independent variables used to test the model include economic, regulatory, and other country specific factors that may have an effect on U.S. bank penetration abroad. The results suggest that different factors influence U.S. banks' decisions to expand internationally. Banks are significantly affected by exchange rate fluctuations, growth in gross domestic product, and unemployment rates when expanding into developed countries. However, government regulation of the economy is significant when examining expansion into developing regions. The most important factor influencing the decision U.S. banks to expand internationally is foreign direct investment (FDI). Countries with a high level of FDI inflow from the U.S. consistently experience higher levels of U.S. bank penetration.

by Cheung Hing-Cheong, Nam Chi-Ming Gibson. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1987. / Bibliography: leaves 122-127.

by Lam Lai-ling. / Bibliography: leaves 152-153 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1986

by Leung Chui Yuk, Wu Peng. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2002. / Includes bibliographical references (leaves 56-59). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF FIGURES --- p.v / LIST OF TABLES --- p.vi / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Development of Banking System in China --- p.1 / Highlighted Banking Reform --- p.5 / History of Foreign Banks in China --- p.6 / Foreign Banks in Old Days (1845-1955) --- p.6 / Foreign Banks New Age (1979-Present) --- p.10 / Chapter II. --- CURRENT STATUS OF FOREIGN BANKS IN CHINA --- p.14 / Growing Representative Offices and Branches --- p.14 / Nationality Distribution of Foreign Banks --- p.16 / City Distribution of Foreign Banks --- p.17 / Small Asset Scale --- p.19 / Low Loan and Deposit Balances --- p.23 / High Loan / Deposit Ratios --- p.24 / Low Non-performing Loans --- p.26 / High Return on Assets --- p.28 / Better Educated Employees --- p.29 / Chapter III. --- FOREIGN BANK LAWS IN CHINA --- p.31 / PRC - Foreign-Funded Financial Institutions Regulations --- p.33 / Major Changes --- p.35 / Chapter IV. --- STRENGTHS & WEAKNESSES OF FOREIGN BANKS --- p.40 / Strengths --- p.40 / Weaknesses --- p.42 / Chapter V. --- CONCLUSION --- p.47 / Roadblocks Still Exists --- p.47 / Bigger Becomes Bigger --- p.48 / Fight for the High-end Corporate Customers --- p.48 / Target the Rich --- p.49 / Win Strategic Location --- p.49 / Branches Too Expensive --- p.50 / Electronic Banking as Alternative --- p.50 / M&A as Effective Strategy --- p.51 / Expansion to Other Financial Sectors --- p.51 / APPENDIX --- p.53 / BIBLIOGRAPHY --- p.56

published_or_final_version / Business Administration / Master / Master of Business Administration

M.Comm. / Since the creation of private banking in the 16th century, it has evolved from a discreet service for the wealthy few to a broader base of services provided for high net worth individuals. Private banking today offers a complex, highly diverse array of personalised wealth preservation, -creation and —management services for a growing population of sophisticated and affluent individuals. Such people have multiple needs that range from banking services to investment and estate planning. The high net worth market is one of the most promising areas for banks to generate revenues and fee income. It is therefore not surprising that private banking is one of the highest growth services in the banking industry today. Private banking is not a business for everyone, however. Not all providers have the client base, the service background and product range, the market location, the management culture or the shareholder commitment to succeed. A myriad of service providers are entering the South African market, ranging from trust companies, investment banks, retail banks, stock brokers, treasury operations and foreign players. All these players brand themselves as deliverers of private banking (in the case of licensed banks) or private client (in the case of non-banks) services. A result of the diversity of institutions claiming to be private banks or at the very least deliverers of private client services, is that not only do the products available to clients differ substantially from institution to institution, but also the service delivery mechanism. True private banking is about relationships and the management of those relationships. Almost any service can be delivered but there is always a cost attached to the delivery thereof. The secret to success in the South African private banking market is the balancing of the costs and the level of service delivery to the appropriate target market. At present there are no standard entry criteria and service delivery model to guide institutions that wish to enter the private banking arena. The existing private banks are so diverse in nature that an independent study was necessary to find the common denominators that underpin a successful private bank in South Africa. Private banking in Europe, although not restricted to Switzerland and the United Kingdom, is largely concentrated in these two countries. Private bankers, particularly in Europe, have traditionally focused on "old wealth" or "passive wealth", which is concerned primarily with secrecy, capital preservation, personal service and relationship longevity. Old wealth has tended to be relatively price insensitive. There are two main European private banking styles, dubbed the Zurich and London models.

by Chau Man Ming, Amy, Wong Pik Ha, Elsa. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 50-52). / Abstract --- p.ii / Table of Contents --- p.iv / List of Charts --- p.vi / List of Tables --- p.vii / Chapter / Chapter I. --- Introduction --- p.1 / Financial Institutions in Hong Kong --- p.2 / Categorising Banks in Hong Kong --- p.3 / By the Legal Banking Structure --- p.3 / By the Country of Incorporation --- p.4 / By the Country of Ownership --- p.4 / Assets and Liabilities of Licensed Banks --- p.5 / Assets --- p.5 / Liabilities --- p.6 / Chapter II. --- The Banking System --- p.7 / The Market Structure --- p.7 / Evolving to the Current Banking System --- p.8 / Exciting Economic Growth and Technological Advances --- p.9 / Government Policies --- p.10 / The Banking Crisis --- p.11 / Central Banking in Hong Kong --- p.13 / Chapter III. --- The Heyday --- p.16 / The Bankers' Paradise --- p.17 / Turn of The Cycle --- p.20 / Chapter IV. --- The Changing Environment --- p.22 / Loan Growth on a Tightrope --- p.23 / Mortgage Loan Percentage Capped --- p.24 / Trade Finance on a Downtrend --- p.26 / Funding Constrained --- p.28 / Escalating Costs Getting Out of Control --- p.28 / Labour Costs on the High Side --- p.29 / Office Rentals Going Up --- p.29 / Consumer Council Calls for Abolition of IRA --- p.30 / Competition Heating Up --- p.31 / Interest Rate Spreads Narrowing --- p.32 / Need for Funds Drives up Global Interest Rates --- p.33 / Shadow Cast on Investment Outlook for Hong Kong --- p.34 / Chapter V. --- Lifting Up Bank Earnings Growth Again --- p.36 / Tighter Cost Control to Improve Operating Efficiencies --- p.36 / Comparing Assets/Branch Ratio --- p.37 / Comparing Loans/Branch Ratio --- p.38 / Comparing Deposits/Branch Ratio --- p.39 / Bettering Productivity --- p.39 / Almost Impossible to Improve Interest Income --- p.40 / Improve Yield Spread of Assets --- p.41 / Securitise Loan Portfolio --- p.41 / Sharpen Competitive Edge --- p.42 / Issuance of Bonds or NCDs --- p.42 / Issuance of Share Capital --- p.43 / Shifting to Non-interest Income --- p.44 / Exploring Opportunities for Fee Income --- p.45 / Arranging and Managing Syndicated Loans......: --- p.45 / More Focused on Consumer Banking --- p.46 / Underwriting and Consultancy Services --- p.46 / Chapter VI. --- Conclusion --- p.48 / Bibliography --- p.50