by Yung Kin Man. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1980. / Bibliography: leaf 50.

by Chu Wendy Wing Yee. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1989. / Bibliography: leaves 42-44.

Helen Shih. / Summary in Chinese. / Thesis (M.B.A.)--Chinese University of Hong Kong. / Bibliography: leaves 114-118.

by Chan Kee-Ham Ivan, Chan Kwong-Fat George. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1987. / Bibliography: leaves 101-102.

Abstract also in Chinese. / Thesis (MBA)--Chinese University of Hong Kong. / Bibliography: l. 42-44.

by Cho Kwok-kuen, Wan Yee-yin [and] Wong Tin-yue. / Abstract also in Chinese. / Thesis (MBA)--Chinese University of Hong Kong. / Bibliography: l. 140-143.

by Chan Yee-kwong. / Thesis (Ph.D.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 237-256). / ABSTRACT --- p.ii / ACKNOWLEDGEMENTS --- p.vi / TABLE OF CONTENTS --- p.viii / LIST OF ILLUSTRATIONS --- p.xiii / LIST OF TABLES --- p.xiv / LIST OF APPENDICES --- p.xvi / Chapter I. --- INTRODUCTION --- p.1 / General Background --- p.1 / Major Characteristics of the Hong Kong Banking Industry --- p.3 / Legal Categorization of Banks in Hong Kong --- p.4 / Market Structure of the Hong Kong Banking Industry --- p.6 / "Distribution of Assets, Deposits, and Liabilities by Country of Beneficial Ownership" --- p.13 / Characteristics of Assets and Liabilities of Licensed Banks --- p.14 / Sources of Funds --- p.14 / Uses of Funds --- p.16 / Summary --- p.18 / Chapter II. --- LITERATURE REVIEW ON BANKING ENVIRONMENT AND BANKING STRATEGY --- p.20 / Review on Banking Environment --- p.20 / Banking Environment in General --- p.20 / The Hong Kong Banking Environment --- p.25 / Overview --- p.25 / Recent Environmental Developments --- p.27 / Review on Banking Strategy --- p.34 / Banking Strategy in General --- p.34 / Banking Strategy in Hong Kong --- p.41 / Overview --- p.41 / Major Strategic Group under Investigation --- p.43 / "´ب Current Strategic Practices of HSBG, CRBG, ABG, JBG, EBG and LCBG" --- p.49 / Hong Kong and Shanghai Banking Group (HSBG) --- p.49 / China Related Banking Group (CRBG) --- p.52 / American Banking Group (ABG) --- p.54 / Japanese Banking Group (JBG) --- p.57 / European Banking Group (EBG) --- p.59 / Local Chinese Banking Group (LCBG) --- p.61 / Summary --- p.63 / Chapter III. --- PROPOSED FRAMEWORK FOR STUDYING BANKING ENVIRONMENT AND STRATEGY --- p.65 / An Overview of Strategy Formulation --- p.65 / Proposed Framework for Strategy Formulation --- p.66 / Environmental Assessment --- p.68 / Internal Assessment --- p.70 / Strategic Responses --- p.73 / Corporate Mission/Objectives --- p.73 / Major Strategy Alternatives --- p.76 / Generic Strategy --- p.76 / Major Market and Product --- p.80 / Strategic Group Factor and Its Relationship with Other Strategic Elements --- p.80 / Banking Group vs Environmental Perception --- p.81 / Banking Group vs Competitive Advantages --- p.82 / Banking Group vs Strategic Responses --- p.84 / Summary --- p.85 / Chapter IV. --- HYPOTHESES AND METHODOLOGY --- p.86 / Problem Statements .and Research Objectives --- p.86 / Scope of Study and Terms of Reference --- p.87 / Hypothesis Setting --- p.88 / Perception of the Future Banking Environment --- p.88 / Overall Banking Environment --- p.88 / Major Environmental Developments --- p.90 / Most Favourable Environmental Factors --- p.91 / Growing Economic Integration with China --- p.91 / Fast Economic Growth in the Asia Pacific Region --- p.96 / Increasing Internationalization of Hong Kong's Financial Markets --- p.98 / Most Unfavourable Environmental Factors --- p.101 / Internal Political Conditions --- p.101 / Rising Operating Costs --- p.105 / Difference in Environmental Perception --- p.109 / Difference in Competitive Advantages --- p.111 / Superior Skills --- p.111 / Systems or Arrangements --- p.113 / Resources --- p.115 / Cultural Advantages --- p.117 / Difference in Strategic Responses --- p.117 / Corporate Objective and Strategic Focus --- p.118 / Generic Strategy --- p.120 / Major Market and Product --- p.121 / Research Design --- p.124 / Collection of Secondary Data --- p.124 / Collection of Primary Data --- p.125 / In-depth Personal Interview --- p.126 / Mail Survey --- p.127 / Data Analysis --- p.129 / Discussion on Methodology --- p.130 / Chapter V. --- COLLECTION AND ANALYSIS OF PRIMARY DATA --- p.133 / In-Depth Interviews --- p.133 / Synthesis of the Interviews --- p.135 / Detail of the Mail Survey --- p.135 / Sample Profile --- p.140 / Major Findings of the Survey --- p.142 / Banking Environment --- p.142 / Hypothesis 1 - Deterioration of the Overall Banking Environment --- p.143 / Hypothesis 2 - The Most Favourable Environmental Factors --- p.147 / Hypothesis 3 - The Most Unfavourable Environmental Factors --- p.148 / Inter-group Comparison --- p.150 / Current Environment --- p.151 / Future Environment --- p.152 / Hypotheses 4 and 5 - Difference in Environmental Perception --- p.152 / Sources of Competitive Advantages --- p.154 / Hypotheses 6 to 12 - Difference in Competitive Advantages --- p.154 / Respective Competitiveness of Banking Groups --- p.159 / Strategic Responses --- p.162 / Corporate Objective --- p.163 / Major Corporate Objective --- p.163 / Desired Pace of Growth --- p.164 / Hypotheses 13 to 14 - Strategic Focus --- p.166 / Hypotheses 15 to 17 - Generic Strategy --- p.168 / Major Market and Product --- p.171 / Hypothesis 18 - Target Market --- p.171 / Hypothesis 19 - Major Business --- p.174 / Summary of Results from Primary Data Analysis --- p.179 / Chapter VI. --- STRATEGIC IMPLICATIONS --- p.181 / Changing Banking Environment --- p.181 / Comparison between Current and Future Environments --- p.181 / The Most Favourable Environmental Developments --- p.183 / The Most Unfavourable Environmental Developments --- p.185 / Competitive Advantages of the Banks --- p.188 / Strategic Responses of the Banks --- p.191 / Corporate Objective --- p.191 / Strategic Focus and Generic Strategy --- p.192 / Target Market --- p.195 / Major Banking Offerings --- p.196 / Summary --- p.199 / Difference among Banking Groups --- p.200 / Overview --- p.200 / Difference in Competitive Advantages --- p.201 / Relative Competitiveness of Different Banking Groups --- p.202 / Major Strategic Differences among Different Banking Groups --- p.203 / Possible Effect of Business Domain on Strategy --- p.203 / Basic Strategic Mode of the Banking Groups --- p.208 / Epitome --- p.211 / Chapter VII. --- CONCLUSIONS --- p.213 / APPENDICES --- p.220 / REFERENCES --- p.237

Abstract The purpose of this study is to investigate Anti-Money laundry (AML) schemes of domestic banks and foreign banks by referencing findings from several professionals and scholars, and by analyzing AML policies domestically and internationally. Some commonly used methods of money laundry found in several case studies include: electronic fund transfer, opening joint account, collusion with foreign banks or bankers, forged import or export documents, etc. They all have the following characteristics: cash intensive, multiple transfer, disguise, or cross country and cross border. This study analyzes and confirms characteristics and commonly used methods of money laundry. This study also finds it important for bank staff to understand money laundry methods and characteristics in order to play the guarding role of AML and to prevent this illegal activity. This study proposes that the bank and bank employees have to complete the following tasks: 1. Arrange regular training and testing 2. Establish testing mechanism 3. Implement hierarchical review of abnormal transactions 4. Execute ad hoc review of AML systems 5. Proactively participate in AML training organized by banks or any relevant entities 6. Gain support from each of the management teams. Furthermore, this study finds that three more policies are required due to practical challenges found while bank employees are executing the prevention rules outlined in AML regulations. The three policies will allow smooth execution of AML. They are: 1 System assistance, reports creation and staff training 2. Effective AML is not only about how the regulations are outlined but more importantly about how they are actually executed 3. Bank executives should reinforce awareness and understanding of AML. The government and other related authorities should also ensure that the following tasks are implemented: 1. AML law should be complemented by fair inspection and regular audit 2. Related authorities should clarify the boundary of AML audit system adopted by each bank 3. Related authorities should publish regularly the result of how banks assist in AML and reward banks that proactively prevent money laundry. The above twelve suggestions will maximize the effectiveness of AML execution.

No description available.

The worldwide financial services industry has undergone in the past two decades an unprecedented wave of consolidation within and across its three main sub-sectors: banking, securities activities and insurance. Today's observers assert that in ten years, most of the financial sector will be controlled by a small group of huge diversified banks. By enacting the Gramm-Leach-Bliley Act in 1999, Congress repealed the depression-era "Glass-Steagall" Act of 1933 and thereby officially removed the longstanding legal barriers that insulated banks from securities firms and insurance companies. As promoters of financial convergence have long been claiming that the introduction of universal banks in the United States would produce numerous benefits for themselves, but also for the economy and for their customers, these predictions can be assessed today in the light of empirical analysis. Now that "financial supermarkets" are totally legal in the United States, it is essential to assess whether they are economically and morally viable.