TABLE OF CONTENTS

Page No.
Sr. No. Particulars
Dedication iii
Preface iv
Acknowledgement v
Executive Summary vi
Chapter 1 INTRODUCTION

1.0 History 5

1.1 Origin Of Term Bank 6

1.2 Banking In Pakistan 7

1.3 SME Introduction 7

1.4 Introduction of Small And Medium Enterprises 10

1.5 According to State Bank of Pakistan 11

1.6 Mission Statement 15

1.7 Vision Statement 15

1.8 Corporate Objectives 16

Chapter 2 Organizational Structure

2.1 Board of Directors 18

2.2 Banks Management 19

2.3 Hierarchical Positions of SME Bank 21

2.4 Management Profile 21

2.5 Functions of RMs and BMs 22

Chapter 3 DEPARTMENTS

3.1 Investigation Division 25

3.2 Audit and Inspection Division 25

3.3 Branch Network 25

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3.4 Marketing and Business Development Division 28

3.5 Risk Management Division 28

3.6 Services Division 28

3.7 Finance Division 29

3.8 Human Resource Division 31

3.9 Special Asset Management Division 32

Chapter 4 SYSTEM FOR RECOVERY

4.1 Policy 35

4.2 Recovery Strategy 36

4.3 Recovery Support Policy 36

Chapter 5 PRODUCTS AND SERVICES

5.1 Lending Products 38

5.2 Commercial Banking Products 39

5.3 Market and Industry Information 47

Chapter 6 FINANCIAL ANALYSIS

6.1 Profit and Loss Statement, Balance Sheet and Ratio Analysis 49

6.2 Profit and Loss Statement 50

6.3 Balance Sheet 50

6.4 Ratio Analysis 51

6.5 Market Analysis 51

Chapter 7 SWOT ANALYSIS

7.1 Strength 54

7.2 Weaknesses 55

7.3 Opportunities 56

7.4 Threats 56

Chapter 8 COMPETITORS OF SME BANK

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8.1 Zarai Taraqiati Bank Limited 58

8.2 Punjab Provincial Cooperative Bank 60

8.3 Industrial Development Bank 63

Chapter 9 EXPERIENCES AND OBSERVATIONS

9.1 Tasks Assigned There 66

9.2 Contribution That I Made 68

9.3 Identification of A Main Problem 68

9.4 Findings 69

Chapter 10 RECOMMENDATIONS AND CONCLUSION

10.1 Recommendations 71

10.2 Conclusion 72

Chapter 11 REFERENCES 73

Chapter 12 APPENDIX 75

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 CHAPTER – 1

INTRODUCTION

1.0 History
Banking in the modern sense of the word can be traced to medieval and early Renaissance

Italy, to the rich cities in the north like Florence, Venice and Genoa. The Bardi and Peruzzi

4
families dominated banking in 14th century Florence, establishing branches in many other

parts of Europe. Perhaps the most famous Italian bank was the Medici bank, set up by

Giovanni Medici in 1397. The earliest known state deposit bank, Banco di San Giorgio (Bank

of St. George), was founded in 1407 at Genoa, Italy.

Banks can be traced back to ancient times even before money when temples were used to

store commodities. During the 3rd century AD, banks in Persia and other territories in the

Persian Sassanid Empire issued letters of credit known as Ṣakks. Muslim traders are known to

have used the cheque or ṣakk system since the time of Harun al-Rashid (9th century) of the

Abbasid Caliphate. In the 9th century, a Muslim businessman could cash an early form of the

cheque in China drawn on sources in Baghdad, a tradition that was significantly strengthened

in the 13th and 14th centuries, during the Mongol Empire. Fragments found in the Cairo

Geniza indicate that in the 12th century cheques remarkably similar to our own were in use,

only smaller to save costs on the paper. They contain a sum to be paid and then the order

"May so and so pay the bearer such and such an amount". The date and name of the issuer are

also apparent.

1.1 ORIGIN OF TERM “BANK”

The word bank was borrowed in Middle English from Middle French banque, from Old

Italian banca, from Old High German banc, bank "bench, counter". Benches were used as

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desks or exchange counters during the Renaissance by Florentine bankers, who used to make

their transactions atop desks covered by green tablecloths.

The earliest evidence of money-changing activity is depicted on a silver Greek drachm coin

from ancient Hellenic colony Trapezus on the Black Sea, modern Trabzon, c. 350–325 BC,

presented in the British Museum in London. The coin shows a banker's table (trapeza) laden

with coins, a pun on the name of the city. In fact, even today in Modern Greek the word

Trapeza (Τράπεζα) means both a table and a bank.

It has not so far been decided as to how the word ‘Bank’ originated. Some authors opine that

this word is derived from the words ‘Bancus’ or Banque’ which mean a bench. Other

authorities hold the opinion that the word ‘Bank’ is derived from the German word ‘Back’,

which means ‘joint stock fund’. It is therefore, not possible to decide as to which of the

opinion is correct, for no record is available to ascertain the validity of any of the opinions

“A financial institution, deals with money and credit. It accepts Deposits from

individuals, firms and companies at a lower rate of interest and gives at higher rate of

interest to those who need them.”

1.2 BANKING IN PAKISTAN

The partition plan was announced on June 3, 1947 and August 15, 1949 was fixed as the date

on which independence was to take effect. It was decided that the Reserve bank of India
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should continue to function in the dominion of Pakistan until September 30, 1948 due to

administrative and technical difficulties involved in immediately establishing and operating a

Central Bank.

At the time of partition, total number of banks in Pakistan were 38 out of these the

commercial banks in Pakistan were 2, which were Habib Bank Limited and Australia Bank of

India. The total deposits in Pakistani banks stood at Rs.880 million whereas the advances

were Rs.198 million. The Governor General of Pakistan, Muhammad Ali Jinnah issued the

order for the establishment of State Bank of Pakistan on 1st of July 1948. In 1949, National

Bank of Pakistan was established. It started with six offices in former East Pakistan. There

were 14 Pakistani scheduled commercial banks operating in the country on December 1973.

The Pakistan Banking Council prepared banks amalgamation schemes in 1974 for

amalgamation of smaller banks with the five bigger banks of the country.

In early 90’s after the failure of nationalization policy, Government went for privatization of

financial institution. In last ten to fifteen years banking sector in Pakistan has shown

tremendous growth. Due to its remarkable growth, banking sector of Pakistan has become

very attractive for foreign investors. Many investors have already invested and still many

more to come.

1.3 SME (SMALL AND MEDIUM ENTREPRISE) Introduction

SME Bank started his working for the provide loans to the small borrowers who have the

ability and experience in different sector but they not have resources for starting their own

business so the Government started SME Bank in 2002 after the merger of SBFC and RDFC

for the providing loans facility on easy terms and conditions and also these loans are provided

to the borrowers on low interest rate as compared to the market rate. Now I explain some

back ground of SBFC and RDFC.

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1.3.1 Formation of SME Bank Ltd

The SME Bank was formed and incorporated as a public limited company under the

Companies Ordinance 1984. The Government of Pakistan is the major Shareholder of the

bank. As part of financial sector restructuring program of Government of Pakistan, Regional

Development Finance Corporation (RDFC) and Small Business Finance Corporation (SBFC)

were amalgamated into SME Bank Ltd. effective January 01, 2002.

SME bank Ltd was established to exclusively cater to the needs of the SME sector. It was

created to address the needs of this niche market with specialized financial products and

services that will help stimulate SME development and pro poor growth in the country.

1.3.2 Small Business Finance Corporation

 SBFC provided loans to the borrowers on easy terms and conditions and these loans

are secured against personal guarantee. 98% of Self Employment Loans secured

against personal guarantees without collaterals.

 Government directed and sponsored Self Employment Schemes for providing loans to

the small borrowers

 Low interest rate on the loans as compare to the other financial institutions Working

for same purpose

 Confidence of the Government institutions by the borrowers.

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1.3.3 Regional Development Finance Corporation

 Second institutions which provide loans to the projects and industries of the private

sector were working as Regional Development Finance Corporation (RDFC).

 These loans were issued to the projects for industrialization in the less developed

areas for bringing them at par with developed one.

 The objective was to establish industrial estates on regional basis like Bhimber, Hattar

and Gadoon for developing indigenous industrial sector.

 Another motive was to raise the living standard in remote areas by providing those

sources and infrastructure.

 These are two institutions which merged in 2002 and started their new business with

new entity of SME Bank.

1.4 Introduction of SMALL AND MEDIUM ENTREPRISES

Small and medium enterprises or SMEs, also called small and medium-sized enterprises and

small and medium-sized businesses or small and medium businesses or SMBs are companies

whose headcount or turnover falls below certain limits. The abbreviation SME occurs

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commonly in the European Union (EU) and in international organizations, such as the World

Bank, the United Nations and the WTO. The term small and medium-sized businesses or

SMBs has become more standard in a few other countries.

EU Member States traditionally had their own definition of what constitutes an SME, for

example the traditional definition in Germany had a limit of 500 employees, while, for

example, in Belgium it could have been 100. But now the EU has started to standardize the

concept. Its current definition categorizes companies with fewer than 50 employees as

"small", and those with fewer than 250 as "medium". By contrast, in the United States, when

small business is defined by the number of employees, it often refers to those with less than

100 employees, while medium-sized business often refers to those with less than 500

employees. However, the most widely used American definition of micro-business by the

number of employees is the same of that of EU: less than 10 employees. In most economies,

smaller enterprises are much greater in number. In the EU, SMEs comprise approximately

99% of all firms and employ between them about 65 million people. In many sectors, SMEs

are also responsible for driving innovation and competition.

1.5 According to State bank of Pakistan

Small and Medium Enterprise (SME) means an entity, ideally not a public limited

company, which does not employ more than 250 persons (if it is manufacturing / service

concern) and 50 persons (if it is trading concern) and also fulfills the following criteria of

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either ‘a’ and ‘c’ or ‘b’ and ‘c’ as relevant:

a) A trading / service concern with total assets at cost excluding land and building upto

Rs 50 million.
b) A manufacturing concern with total assets at cost excluding land and building up to

Rs 100 million.
c) Any concern (trading, service or manufacturing) with net sales not exceeding Rs 300

million as per latest financial statements.

State Bank Prudential Regulations for SME Sector in Pakistan

Keeping in view the important role of Small and Medium Enterprises (SMEs) in the

economic development of Pakistan and to facilitate and encourage the flow of bank credit to

this sector, a separate set of Prudential Regulations specifically for SME sector has been

issued by State Bank of Pakistan. This separate set of regulations, specifically tailored for

SMEs, is aimed at encouraging banks / DFIs to develop new financing techniques and

innovative products which can meet the financial requirements of SMEs and provide a viable

and growing lending outlet for banks / DFIs.

Banks / DFIs should recognize that success in SME lending requires much more extensive

involvement with the SMEs than the traditional lender-borrower relationship envisages. The

banks / DFIs are, thus, encouraged to work in close association with SMEs. The banks / DFIs

should assist and guide the SMEs to develop appropriate systems and effectively manage

their resources and risks. The banks / DFIs are encouraged to prepare a lending program

(including detailed eligibility criteria) for each specific sub-sector of SME in which they want

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to take exposure in a significant manner. For this purpose, the banks / DFIs may conduct /

arrange surveys and research to determine the status and potential of specific SME sub-

sectors. It is expected that banks / DFIs would prepare comprehensive guidelines / manuals

and put in place suitable mechanism / structure, aided by proper MIS, to carry out the

activities related to SME financing in an effective way. This should, however, not stop

banks / DFIs from lending to SMEs before undertaking the steps mentioned above as the

banks / DFIs may start soft lending operations or test marketing campaigns, as they feel

appropriate, to gain experience and necessary know how. The factors mentioned above gain

more importance and become critical for the success of a bank / DFI in SME lending, as the

exposure of the bank / DFI on SMEs becomes a significant portion of its loan portfolio

State Bank of Pakistan encourages banks / DFIs to lend to SMEs on the basis of assets

conversion cycle and future cash flows. A problem, which the banks / DFIs may encounter in

this respect, is the lack of adequate information. In order to overcome this problem, banks /

DFIs may also like to prepare general industry cash flows and then adjust those cash flows

for the specific borrowers keeping in view their conditions and other factors involved. As

mentioned above, presently most of the SMEs in Pakistan lack sophistication to have reliable

and sufficient data and financial information. In order to capture this data and information,

banks / DFIs will need to assist and guide their SME customers. The banks / DFIs may come

up with the minimum information requirements and standardized formats for this purpose as

per their own discretion. For better understanding and to facilitate their SME customers,

banks/ DFIs are encouraged to translate their loan application formats and brochures in Urdu

and other regional languages.

Banks / DFIs should realize that delay in processing the cases might frustrate the SMEs.

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Banks / DFIs are therefore encouraged to process the loan cases expeditiously and convey the

decision to the SME borrowers as early as possible. In order to encourage close coordination

of the officials of the banks / DFIs and SMEs, the banks / DFIs may require the concerned

dealing officer to regularly visit the borrower. For this purpose, at a minimum, the dealing

officer may be required to pay at least one quarterly visit and document the state of affairs of

the SME. In addition, an officer senior to the ones conducting these regular visits may also

visit the SME at least once in a year. State Bank of Pakistan will closely monitor the situation

on an ongoing basis and work proactively with banks / DFIs to make SME financing a

success

1.5.1 Capital and Ownership

Paid up capital has been increased to Rs.200,000,000/- by issue of 73,502,453 and

40,000,000 additional share of Rs.10 each to Government of Pakistan without right issue in

2004 and 2005 respectively and issue of 50,000,000 bonus share of Rs.10 each. Proceeds

against issue of additional share in 2004 were paid by GOP to SBP against Bank’s loan

balances due to SBP. The pattern of Share holdings of the bank as on 31.12.2007 is as under:

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1.6 Mission Statement

“To support and develop the SME sector by providing necessary financial and technical

assistance on a sustainable basis. To enable the SME sector to contribute to economic

development through value addition & export”

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1.7 Vision Statement

We will be the leading institution for providing financial assistance for the development and

support of Small and Medium Enterprises (SMEs) In Pakistan. We will respond to the needs

of Small and Medium Enterprises by developing a team of dedicated professionals, and

specific products, focused on the financing need and limitations of SME sector. We will

through support of the SME sector, contribute to the growth of local entrepreneurs, develop

export markets and provide employment opportunities in the country.

1.8 Corporate Objectives

The objectives of the SME Bank are as follow:-

 To support, develop and promote Small & Medium Enterprises (SMEs) by providing

them the necessary technical and financial assistance.

 To concentrate on value addition and export oriented SMEs

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 To enable SMEs to play a vital role in stimulating GDP growth, create job

opportunities and reduce poverty

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 CHAPTER – 2

ORGINIZATIONAL
STRUCTURE

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2.0 Organization structure of SME bank

2.1 Board of Directors

The Board of Directors of the Bank looks after all of the affairs of the bank.

 Mr. S.M.Naseem (Chairman)

 Mr. R.A. Chughtai (President)

 Mr. Anwar Tareen

 Mr. Ahmed Jawad

 Mrs. Nazrat Bashir

 Mr. Shahab Anwar Khawaja

 Mr. Anum Rafiq Sheikh

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2.2 Banks Management

R. A Chughtai President & CEO

Nasser Durrani Senior Executive Vice President

Head Operations & Business Development Division

Sardar Usman Rashid Executive Vice President

Head Credit Risk Management

Mehboob Hussain Vice President

Acting Chief Financial Officer & Company Secretary

Syed Akbar Shah Executive Vice President

Head Investigation Division

Raja Muhammad Altaf Senior Vice President

Head Human Resource & Services Division

Najam Akhtar Senior Vice President

Acting Head Internal Audit

Muhammad Mubeen Mufti Vice President

Acting Head Information Technology Division

Syed Oshaid Akhtar Assistant Vice President

Acting Head Treasury Division

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HEIRARCHY

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2.3 Hierarchical Positions of SME Bank

The Bank has following grade positions to support its employee’s growth and business

Operations:-

I. Senior Executive Vice President.

II. Executive Vice President.
III. Senior Vice President.
IV. Vice President.
V. Assistant Vice President.
VI. Officer Grade-I
VII. Officer Grade-II
VIII. Officer Grade-III
IX. Clerical (Senior Assistant, Senior Supervisor and Cashier).
X. Non-Clerical (Messenger, Drivers, Chowkidar and Sweepers)

2.4 Management Profile

The objective of the Management shall be to create supportive environment for optimum

utilization of Human Resources. Enhancing skills, abilities and knowledge of employees

through training and freedom of opinion.

2.4.1 Core Values of Management

 Team Based Approach.

 Employees Respect & Dignity.

 High Integrity and Moral Standard.

 Quest for Quality.

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  SME Friendly Approach.

 Good Governess.

2.5 FUNCTIONS OF RMs & BMs

2.5.1 REGIONAL MANAGERS

 Financial, Administrative and operational control of Region and Branches

 Ensuring implementation of time-to-time Company Head Office instructions

intact human resource and recovery support & remission polices etc. in

appropriate manners with optimum utilization of Men and Material Resources.

 Will suggest/forward his recommendations for allocation of recovery and business

targets for each branch through analyzing the branch portfolio and potential of

recovery teams/personnel.

 Compliance of legal formalities under recovery policies, SBP prudential

regulations, land revenue act and other court cases in coordination with the

Recovery Division, Head Office.

 Will be the Head of Regional Management Committee

 Will report directly to the Divisional Heads and CEO Company

2.5.2 MANAGERS

 Financial, Administrative and operational control of the Branch

 Will suggest/forward his recommendations through RM Office for allocation of

recovery and business operation targets for the branch, to be based on the branch

portfolio and potential of recovery teams/personnel.

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 Compliance of legal formalities under recovery policies, SBP prudential

regulations, land revenue act and other court cases under supervision/coordination

of Regional Office/Recovery Division, Head Office.

 Achievement of quarterly/ yearly recovery and business operations targets.

 Improvement in pace and quality of reporting and communicating data to

Regions/Head Office.

 Maintain high level of mutual trust, teamwork, integrity and confidentiality.

 Ensuring clean / neat office premises and good working conditions.

 Will be a member of Regional Management Committee

 Will report directly to the Regional Office

CHAPTER – 3
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 DEPARTMENTS

3.0 Departments of SME

3.1 Investigation Division

To deal with cases of complaints, fraud and forgeries and conduct inquires into disciplinary

cases.

3.2Audit & Inspection Division

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 Formulation of policies and procedures

Ensuring operations within rule & regulations.

Early warning signals and avoiding fraud and forgeries.

Transparency and fairness in procedures.

Corrective measures and improvement in policies.

Corruption free working environment.

Coordination with outside quarters in Audit & Inspection.

3.3 Branch Network

The branch network consists of the following offices:

a) Business Operations

b) Recovery Offices

c) Camp Offices

d) Audit Offices

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26
3.4 Marketing & Business Development Division

This department of SME deals in formulization of the policies and procedures related to

marketing. This department looks for creating new opportunities which would be profitable.

27
Recovery from outside is also responsibility of this department. Deal with issue of resource

mobilization and its effective coordination and marketing of Bank’s Products & services.

3.5 Risk Management Division

This department looks deeply before lending the credit that what type of risk is involved in

this and how can we minimize it. It deals with the functions presently carried out by risk

Management Department and credit Administration Department.

3.6 Services Division

The basic purpose of this department is that it deals with procurement of all types of

equipments and provision general services and Administrative issues related to the Bank.

3.7 Finance Division

The basic purpose of this department is look at the demand and supply of money related to

the bank. Deal with financial matters of the bank. These are the Department which are

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working under Finance Division.

1. General Accounting Department (GAD)

2. Finance Department (FD)
3. Management Accounting Department (MAD)
4. Branch Accounting Department
5. Corporate Reporting Department
6. Policies Compliance & Verification Department

3.7.1 General Accounting Department (GAD)

It handles different functions like payment verifications and the inter branch reconciliation.

Statutory accounts are also maintained by this department.

3.7.2 Finance Department

Finance department looks at where to invest and how to invest. It looks at the potential of

project. Finance department deals treasury division and take decision how and what to

invest in money capital market and when to take borrowing from money capital market. It

performs functions like liquidity position statement, Classification of deposits position

and summary of investment. It maintain statements like fund flow statement and treasury

statement.

3.7.3 Branch Accounting Department

The accounting department of branch is responsible to look at and to perform all

accounting functions of the bank. It submits report to SBP daily, weekly and monthly.

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3.7.4 Corporate Reporting

It is involved in preparation and submission to SBP monthly CIB report and various

other returns as defined in SBP. It is also responsible for the maintenance of records

and recording of transactions relating defunct RDFC loan portfolio and coordinating

with Recovery Division in this respect and the preparation of various internal reports,

as required by the management

3.7.5 Management Accounting Department (MAD)

The responsibility of management department is to analyze the performance and

progress of the bank periodically. Performance analysis, Capital budget utilization,

monthly management accounts and deposit analysis is done by this department.

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3.8 Human Resource Division

It performs functions like promoting professionalism and competency levels. Creates an

efficient management structure and works under the standard operating procedures matching

to company goals. It focuses on value addition of individual employees and cost

effectiveness. It is the responsibility of HR department to define the clear job roles and

responsibilities of the management, placing the right person at the right job at the right time

and the optimal utilization of the resources.

3.8.1 Human resource Assessment

SME Bank has a separate department HR department which basically deals with all the

human resource needs of the organization. The job of this HR department is to hire

employees, appraise the employees, do a performance analysis of the employees, give the

employees their pays and maintain the records of the employees in the organization. The

department basically deals with all the needs of the employees.. HR department aims to

develop the minimum required internal capacity of the organization to take up the process of

change while aligning its strategic objectives with the desired change process to perform a

partnering role in achievement of the organization’s objectives. The overall direction of HR

department has been towards nurturing the strengths of the human capital to its maximum

with a defining principal to help create a progressive environment and sustain a thorough

commitment of our staff towards focused customer service. A frequent complaint is the

mismatch of the output of our human resource development institutions with the demand of

SME. There are also only limited training options for middle management. Low skills of

work force, inadequate vocational training facilities yet remain outside the scope of the

reform agenda. For a healthy, growing business environment, it is necessary to foster

entrepreneurial culture in Pakistan which goes beyond the inclination to trade in goods. This

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can be boosted by entrepreneurial skill development programs. The data of last five years

about the turnover of employees has shown that there is massive increase in employees

turnover, the number of employees in 2005 were 632 and now is 576 which shows a great

downfall and increase in the number of employee leaving the organization.

These are some of the intrinsic extrinsic benefits and factors that sme bank provides to its

employees are as follows:

Employees Motivational techniques

Handsome Salary Package
Career path
Employee Provident Fund
Gratuity Fund
Medical Insurance
Career Guidance
Bonuses
Promotions
Training and development
Staff Loan Facility

3.9 Special Asset Management Division

There are three Department working under Special Assets Management Division which are

Small Loans Recovery Department (SLRD) Project Loans Recovery Department (PLRD) and

SME Recovery Department.

3.9.1 Small Loans Recovery Department

This department has the responsibility to recover the loans from small SMES. In this

department recovered old loans of Small Business Finance Corporations is recovering from

the borrowers and guarantors. These loans of less than Rs.500,000/- which are coming under

this department.

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3.9.2 Project Loans Recovery Department

This department recover the loan which are given to big SMEs like these loans are the loans

which were given to the projects in different sectors by the Regional Development Finance

Corporation are recovered in this department these loans are in millions.

3.9.3 SME Recovery Department

In SME Recovery Department the loans provided by the SME Bank after its working is

recovered by this department. All types of loans which provided by this bank is recovering by

this department officials

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 CHAPTER – 4

SYSTEM FOR
RECOVERY

4.1 POLICY

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The Bank considered loan recovery operation as its full time professional/operational

responsibility.

 Company’s financial soundness and sustainability of future operations shall

depend on loan recovery.

 Recovery of loans shall be assigned highest importance and responsibility.

 Loan recovery strategy and modalities shall fall in line with borrower’s category

level of repayment difficulty and loan security arrangement.

 Loan recovery performance based criterion to be followed with Regions, Branches

and staff.

 Loan recovery policies shall be reviewed and revised from time to time under

instructions of Government/SBP.

4.2 RECOVERY STRATEGY

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  Allocation of quarterly targets for regions/branches.

 Holding of RM conference & meetings with BMs.

 Recovery Monitoring weekly & quarterly.

 Regions & Branches grouped into homogenous categories on the basis of portfolio

size.

 Promoting healthy competition through weekly appreciations & quarterly

certificates/yearly shields.

 Offering lucrative cash/bonus incentives to regions/branches for achieving

recovery target levels.

 Up to 30% cross the board for early settlement incentive based and upto 50%

remission in mark-up shall be provided to borrowers on hardship grounds.

 Special loan relief packages shall be offered to borrowers.

4.3 Recovery Support Policy

 Human & material resources to regions & branches.

 Hiring of additional vehicles for mobility of recovery teams.

 Police and Tehsildars assistance for revenue proceedings.

 Professional lawyers to look after banking court cases.

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 CHAPTER – 5

PRODUCTS
& SERVICES

5.0 Product and services

This commercial bank provided these two types of products to the borrowers and the other

institutions which need financing or financial assistance from the bank or they need services

37
of this bank.

1. Lending Products

2. Banking Products

5.1 Lending Products

Any commercially viable business proposal merits SME Bank's support. It is Bank's effort to

assist and support enterprises that use indigenous raw material, add value and are export

oriented. Such enterprises are vital to our economy since these are labor intensive and thus

create employment opportunities.

SME Bank is reaching out to small and medium entrepreneurs through:

1. Smart Loan Facility

2. Asset Finance

3. Running Finance

4. Leasing through its subsidiary

5.2 Commercial Banking Products

SME Bank's QATRA QATRA DARYA (Daily Product Basis)

(Daily product basis: for Individuals and Business Concerns)

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5.2.1 Product Features

For Individuals, Proprietorship, Partnership and Limited Companies starting from

Rs.25,000

 Profit rates up to 5 %

 Free Online Transactions, PO’s, DD's, TT's.

 Free Issuance of ATM card.

 Free Cheque books

 Free Life Insurance

 Minimum account opening balance:

Rs. 25,000

 Monthly Average Balance Requirement

Rs. 25,000

 Minimum Balance fee: Rs. 25 per month based on balances below Rs. 25,000

All online transactions

 All pay orders, DDs and TTs

SME bank ATM card (to singly authorized customers only)

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 PROFIT STRUCTURE RATE PER ANNUM

LESS THAN OR EQUAL TO Rs. 100,000 I.50%

Rs.100,001 TO Rs.300,000 2.50%

Rs.300,001 TO Rs.500,000 3.50%

Rs.500,001 TO Rs.800,000 4.00%

Rs.800,001 TO Rs.1000,000 4.50%

Rs.1000,001 TO ABOVE 5.00%

Free Banking services if monthly average balance is Rs.1.00M or more:

Special Privileges for individuals, including joint, proprietorship & partnership-ship

accounts with balance over Rs 25,000

Privilege Coverage

Free live insurance Up t Rs.1 m

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 Accidental death covr Up to Rs.2 m

Permanent disability cover Up to Rs.1 m

Chargers for account holder Free of charge

New account eligibility, for insurance cover, starts after 90 days from account opening.

Insurance cover provided by EFU Life Insurance. Quick processing time for borrowing

against funds. The insurance cover is provided to the extent of average balance maintained in

the account during last 90 days in case of natural death, whereas in case of accidental death

the coverage provided is double. For of permanent disability, due accident, a percentage of

sum insured is paid.

In case of joint or partnership accounts the benefit is apportioned pro rata for each account

holder, i.e. if two account holders then the benefit is half for each, if three then a third for

each, and so on.

Other terms and conditions

Fees and other charges will be as per applicable schedule of bank charges. Zakat and

Withholding Tax rules applicable

5.2.2 SME Bank's QATRA QATRA DARYA (Current Account)

(Current Account: for Individuals and Business Concerns)

Product Features

 Free Online Transactions, PO's, DD's, TT's.

41
  Free Issuance of ATM card.

 Free Cheque books

 Free Life Insurance

 Minimum account opening balance:

Rs. 10,000 (for insurance cover)

 Monthly Average Balance Requirement Rs. 10,000

 Minimum Balance fee: Rs 25 per month on balances below Rs.10,000

Special Privileges if monthly average balance Rs.10, 000 or more

Privilege Coverage

Free live insurance Up to Rs.1 m

Accidental death cover Up to Rs.2 m

Permanent disability cover Up to Rs.1 m

Chargers for account holder Free of charge

42
New account eligibility, for insurance cover, starts after 90 days from account opening.

Insurance cover provided by EFU Life Insurance. Quick processing time for borrowing

against funds. The insurance cover is provided to the extent of average balance maintained in

the account during last 90 days in case of natural death, whereas in case of accidental death

the coverage provided is double. For of permanent disability, due accident, a percentage of

sum insured is paid. In case of joint or partnership accounts the benefit is apportioned pro rata

for each account holder, i.e. if two account holders then the benefit is half for each, if three

then a third for each, and so on.

Other terms and conditions

Fees and other charges will be as per applicable schedule of bank charges. Zakat and

Withholding Tax rules applicable Mahaana Aamdan Account

SME Bank brings to you the opportunity to maximize the utilization of your funds. SME

smart term deposit plans not only gives you flexibility of choices in term of selecting the

profit payment plan, but a high return as well, because we know that you only go for the best.

Have a look at remarkable offer

 Invest as low as Rs.100,000 for 1 Year and earn a profit of Rs.791.00 per month,

Or

 Invest as low as Rs.100,000 for 2 Years and earn a profit of Rs.854.00 per month.

 A rewarding profit is automatically credited to your Qatra Qatra Darya Account

43
 month after month, which provides the flexible power to save with additional profit or

to spend as you like; with the benefit of free life insurance.

 Premature encashment facility.

 Quick processing time for borrowing against funds.

 Free SME ATM Card.

Other terms and conditions

Fees and other charges will be as per applicable schedule of bank charges. Zakat and

Withholding Tax rules applicable

Profit on Accounts

Current Account 0.00%

PLS Saving Account (Profit payment bi-annually,

Calculated on minimum balance during the month) 3.25%

5.2.3 SME Rozana Izafa Aur Mahana Munafa

(Monthly Payment of Profit calculating on daily basis)

Profit structure Rate per annum

From 500,000 to 999,999 4,00%

From 1.000 M to 9.999 M 4.75%

From 10.000 M to 49.999 M 5.50%

Above 50.000 m 6.25%

44
45
SME Regular TDR

SME Regular TDR

(profit to be paid after maturity of the TDR)

7 Days short notice deposit 2.75%

30 Days short notice deposit 3.50%

SME Fixed Term Deposit Profit Payable on Maturity

SME fixed term deposit

1 month 6.50%

3 month 7.50%

6 month 8.50%

1 year 10.00%

2 year 10.50%

3 year 11.00%

 Special Rates for deposits exceeding Rs. 20 Million may be negotiated with the

customers on case to case basis. The terms & conditions are subject to the approval of

the competent authority

 Kindly note that above profit rates are liable to compulsory deduction of withholding

tax @ 10%

46
  Premature encashment permissible at 0.25% less than the period for which deposit

were maintained

5.3 Market and Industry Information

Access to market and industry information is one of the keys to develop successful business

strategies. Frequently, business and trade associations are able to provide their members with

such services. By associating with like institutions in foreign countries, they are also able to

establish links and obtain information on foreign markets. Over half of our SME (54 percent)

belong to a business or industry association. Their perceived role is limited to lobbing and

negotiation with the government. Yet very few SME (12 percent) perceive their associations

to be a source of information on new developments in their fields of business operation. How

to increase the service provision by all types of stakeholders will become a fundamental issue

when SME support programs will be looking for delivery channels.

47
 CHAPTER – 6

FINANCIAL
ANALYSIS

6.0 Financial analysis

Following is the financial analysis of SME bank for the last 5 years based on the profit &

Loss statements, balance sheet and ratio analysis. Financial statements of last 5 years are

given in appendixes.

6.1 Profit & Loss Statement, Balance sheet and ratio analysis:

48
The profit and loss statement basically shows the decline in the profits of the bank. In the last

5 years there is a global slump and every organization is suffering due to this, same is the

reason with SME bank. They have given the loans but not recovered them which eventually

resulted in bad debts for the organization and the firms revenues are going down. As u can

see in the profit and loss statement of last 5 years (Given in Appendix) that the profit after tax

in 2005 was at 206.2(in billions) which was at all time high but as we moves toward next

years it is decreasing year by year, even in 2008 the bank was suffering with losses but now

they have recovered it, again they are trying to maintain and stable their condition.

Same is the case with balance sheet and ratio analysis which shows that how badly the

recession is affecting the bank and what is the condition of the bank in last 5 years through

ratio analysis. The ratio analysis is also an important component for financial analysis

because most of the investor invests after looking at the ratios; same is the case with the

customer. You can easily judge the position of the bank through looking at the change in

earning per share every year, which is at its peak in 2005 and at its worst in 2008. Investment

is giving the worst return in 2008 and the best returns in 2005 which would be peak for SME

bank. Even the capital and the Assets are returning lowest profits.

49
6.2 Profit and Loss account (Rs.000)

6.3 Balance Sheet in (Rs.000)

50
6.4 Ratio analysis (Rs.000)

The ratio analysis is also an important component for financial analysis because most of the

investor invests after looking at the ratios; same is the case with the customer. You can easily

judge the position of the bank through looking at the change in earning per share every year,

which is at its peak in 2005 and at its worst in 2008. Investment is giving the worst return in

2008 and the best returns in 2005 which would be peak for SME bank

6.5 Marketing Analysis

In my point of view this is the weakest part of the bank. Currently they are not focusing on

the marketing strategies; basically the bank has both functions commercial and loaning. But

the whole focus is on the loaning function, they are totally neglecting the commercial one.

They don’t have any kind of marketing or advertising campaign and they are not advertising

through any kind of media.

51
 CHAPTER – 7

SWOT ANALYSIS

SWOT ANALYSIS:

52
Strengths

Weaknesses

Opportunities

Threats

7.0 What is a SWOT?

SWOT analysis is a process to identify where we are strong and where we are vulnerable,

where we should defend and where we should attack. It tells us our strengths, our

weaknesses, the opportunities which prevail in the market and the threats which we may face

from our competitors and other from other potential factors.

This analysis can be performed on a product, on a service, a company or even on an

individual.

7.1 Strengths

53
  Responsible and competent people as branch manager who have the knowhow of

all the departments of bank.

 Highly Trained and Experienced Employees

 Positive Work Environment

 Training and development facility

 Motivation through both intrinsic and extrinsic factors

 The satisfaction increase in the salaries of personnel.

 The commitment of employees towards secrecy.

 A good system of training new comers in the bank.

 Automation and online business

 Good and experienced staff right from the bank’s incorporation.

7.2 Weaknesses

54
  Every loan case has to be approved from head office which takes 10 days for

completion

 No proper check and balance

 Many of the value assessments are made on the basis of assumptions instead of

realities

 Centralization is an issue because decisions are taken at the top

 Higher charges of some services as compared to other banks.

 Long delays and queues for commercial banking customers

 There is lack of proper advertising like sponsoring of any festival etc.

 No frequent designing of new schemes for the deposits.

 Lack of cooperation among the departments of bank

 Rush of files, not easy to manage

 Not even a single strategy for marketing

 Not targeting new customer base, only relying on the existing ones

7.3 Opportunities

55
  A great room for the bank to build themselves in commercial banking

 Opportunity to build a marketing team to increase their customer base

 The role of relationship managers may increase its market share.

 Should conduct campus interviews to hire fresh blood which they really need

 Build a marketing and advertising campaign.

 Encash their competitive edge which is loaning.

 A good job recruitment policy of hiring business graduates.

 Can offer bundle services to their customer.

 Should change their method of dealing with new customers.

 Should launch their own ATM machines at every branch.

7.4 Threats

 Political and Global instability

 Change in the government would change policies for them

 Pakistan is a developing country and our debt burdened economy is a major threat

for the banking business.

 The upcoming new technology in the market.

 The increasing number of competition can harm them.

 The adoption of online system and developing of web sites by other banks can

create a threat to the bank.

 The employee turnover can create a serious problem for the bank.

 Delay in launching ATM card.

 Lack of promotion and advertisement fewer deposits and advances schemes.

56
 CHAPTER – 8

COMPETITORS OF
SME BANK

57
8.0 Competitors of SME bank

8.1 Zarai Taraqiati Bank Limited

8.1.1 Corporate Vision

Dedicated to serve the needs of the farming community, by delivering financial

products and technical services on a competitive and sustainable basis, in a

convenient, efficient and professional manner, leading to success of the Bank and the

farmers.

8.1.2 Corporate Mission

To play effective role in the promotion of economic growth, by enhancing the

availability of credit to the agriculture sector, through reliable access to sustainable

financing, special lending programs, technical assistance, and other products &

services, and to promote career development opportunities for increasing

professionalism and technical proficiencies of employees.

8.1.3 Brief ZTBL

Zarai Taraqiati Bank Limited (ZTBL) erstwhile Agricultural Development Bank of

Pakistan (ADBP) is the premier financial institution geared towards the development

of agriculture sector through provision of financial services and technical knowhow.

The restructuring of former ADBP is being carried out with the aim to uplift the

agriculture and rural sector by raising farm productivity, streamlining the institutional

credit and increasing income generating capacity of the farming community. ZTBL

was incorporated as a Public Limited Company on 14th December, 2002 through

repeal of ADB Ordinance of 1961. .

58
The new corporate structure redefines the bank's status as a public limited company

registered under companies Ordinance'1984 with an independent Board of Directors

which aims at ensuring good governance, autonomy, delivering high quality. ZTBL is

a key R.F.I of Pakistan providing affordable, rural and agriculture financial/non-

financial services to the rural Pakistan, comprising 68 % of the total population. The

Bank through a country-wide network of 341 branches is serving around half a

million clients annually and over one million accumulated account holders with the

average loan size of around Rs.89,000 serving 65%, 31% & 4 % of subsistence,

economic and large growers respectively. .

The total assets of the Bank stand at Rs.84 billion with authorized capital of Rs.25

billion as of 31.12.2005, with a nation-wide working strength comprises 5500

employees. The share of ZTBL in total national institutional agricultural credit

remains around 35%. .

ZTBL was incorporated as a Public Limited Company on 14th December, 2002

through repeal of formal Agricultural Development Bank of Pakistan Ordinance of

1961. Thereby transforming the bank as a corporate entity to serve as a R. F.I

8.1.4 Corporate Objectives

Develop and operate as a financially and operationally sustainable R.F.I of the

country.

Assist rural community, particularly the small farmers, in raising their productivity

and income levels through timely delivery of credit, advisory and ancillary services.

Build ZTBL's image as a proactive, client friendly, financially & operationally

59
 sustainable with indigenous product deployment. .

Establish and provide backward and forward linkages to strengthen agri. value added

commodity chains. .

Engage in public - private and wholesale - retail partnership to deepen outreach and

reduce operating cost. .

To function as a rural commercial bank to mobilize rural capital formation and to

commercialize the agri. sector by delivering the true value of credit to the client.

Provide a wide range of risk insurance products to its clients.

Open up its venues of operation to Domestic & International Banking Industry to

avail comparative advantages.

8.2 Punjab Provincial Cooperative Bank

8.2.1 Establishment:

 Cooperation is an International Movement of enriched history spread over decades. It

has proved as an effective system for socio-economic growth and community

development of the rural masses. This movement is very strong in many countries

like India, China, Malaysia, Europe, Japan, Philippines etc.

 Initially, Cooperative Banking was organized in the Indo-Pak Subcontinent in three

tiers: Primary Societies were at the base, Central Bank / Banking Union were at the

secondary level; and Provincial Bank / Apex Society was at the top.

 The Central Cooperative Banks (CCB) were established at each District / Tehsil and

Punjab Provincial Cooperative Bank Ltd. in 1924 as an Apex Bank to meet funding

requirements of cooperative societies and Central Cooperative Banks, respectively.

Punjab Provincial Cooperative Bank Ltd / Central Cooperative Banks were engaged

in all types of banking & credit business with societies and individuals who were

60
 their members.

 The PPCBL gained the status of Scheduled Bank in 1955.

 PPCBL was organized and being managed on the principal of voluntary and open

membership, democratic member control, member economic participation,

autonomy, independence, self-help and mutual cooperation.

8.2.2 Major Objectives

 Promote growth of the Cooperative movement.

 Carry on banking and credit business to facilitate working of the member

Cooperative Societies.

 Inspect, supervise and assess credit requirements of member societies.

8.2.3 Current Challenges:

 Liquidity problems due to withdrawal of credit line by SBP

 Rightsizing of Board of Directors

 Weak system and procedures

 Lack of I.T. infrastructure

 Recovery of overdue loans

 Sustaining operating losses mainly due to high cost debt servicing to SBP

 HR Development issues

8.2.4 Restructuring:

 Currently, an extensive restructuring exercise has been undertaken to make the

PPCBL a viable and self sustained Bank for rural masses. For this purpose, a 5-Years

Restructuring Plan was prepared and submitted to State Bank of Pakistan (copy

attached). Reform initiatives taken so far as under:

61
  Organizational Structure revamped

 A full time Managing Director / COO appointed

 Board of Directors right-sized (now consists of 7 members instead of 40)

 Credit, Audit, Operations and Risk Management Manuals prepared

 Audit & Inspection Cells at Zonal Offices Shifted to Head Office and reorganized in

4 Teams

 Automation of systems & procedures initiated

 Surplus staff lay off and induction of qualified professionals – process initiated

8.2.5 Market Positioning:

 Strong clientele base earned over 85-years.

 Deep rooted penetration / bearing in agriculture community.

 Extensive Branch Network at grass root level.

 Catering to financial requirements of around 0.3 million small farmers of members

societies and individual borrowers in a year.

 Lending products launched without large scale publicity–immediately responded by

the target group.

 Allocated funds often fall short in meeting demands of the borrowers.

8.3 Industrial development bank

62
IDBP is one of Pakistan’s oldest developments financing institution created with the primary

objective of extending term finance for investment in the manufacturing sector of the

economy. Over the years, however, the Bank has emerged as an institution fostering the

growth and development of SME sector stimulating industrial progress in the rural/less

developed regions of the country besides offering lucrative opportunities to the house-holds

and institutions for the investment in its deposit schemes. IDBP has also become an important

component of the financial sector of Pakistan and is playing an active role in money and

capital market of the country. For attaining its objectives, the Bank provides medium and

long term finance in local and foreign currencies for the creation of fixed assets to new

industrial projects as well as for expansion, balancing, modernization or replacement of

existing projects. It extends technical, financial and managerial advice to its clients in

planning and execution of the industrial projects. It also facilitates transfer of technologies

from developed countries to industrial enterprises in Pakistan.

IDBP is wholly owned by Government of Pakistan with 57% of its shares held by Federal

Government, 36% by State Bank of Pakistan and 7% by Provincial Governments and other

Public sector corporations. Its Board of Directors consisting of the representatives of private

sector is appointed by Ministry of Finance, Government of Pakistan. A unique feature of

IDBP is that besides Development Financing Institution it is also a scheduled bank and

authorized dealer of foreign exchange. Thus IDBP extends all kinds of merchant, investment

and commercial banking services to its clients which include provision of short term

advances, trade financing, lease financing, guarantees and under-writing. Thus IDBP operates

a full-fledged Bank in addition to its role as a development financing institution.

IDBP has the unique distinction of financing the first ever projects for a diversified list of

63
products. These include UHT pack milk, three wheelers, radio/wireless receiving sets, marble

processing, coal mining, granite, acetic yarn, PVC deep sea fishing etc. The projects

implemented through IDBP’s financing generated over 100,000 new jobs and have an export

potential of about Rs.8.00 billion per annum. The value addition by the completed project is

estimated at about Rs.15 billion per annum.

64
 CHAPTER – 9

EXPERIENCES &
OBSERVATIONS

9.0 Brief on the department worked

65
During the six weeks of my internship I was placed in couple of departments but mainly I

was assigned in the credit department. This department basically deals with all the following

issues of the client before and after issuing the loan.

 Visiting the Potential projects

 Legal issues

 Documentation

 Evaluation

 Risk management and evaluation

 Evaluation of Assets

 Site visit to confirm

 Relation building with client

 Insurance management

9.1 Tasks Assigned there

In the credit department we were not only confined to the work of credit we were performing

several tasks there. Following are the tasks we perform there

9.1.1 Stock Reports

I was assigned to make the stock report of the clients which summarizes that what is

the value of the stock client has. On the basis of this stock reports they further renew

their loan tenure.

9.1.2 Interviewing the new customer

66
I was assigned the job to interview the new customer, asses that what is value of the

collateral he/she and finally on the basis of the collateral what is amount of loan to be

issued. After this all assessment the other functions of the bank comes into account.

9.1.3 Filling the assessment form

I was assigned to interview the client whose being finalized to issue the loan but

his/her personal information is still not enough. The form consists of six to seven

pages. We need to interview the person and fill the form accordingly.

9.1.4 Survey

I was also assigned the job to conduct a survey research that how many of the people

are aware of SME banks functions, how they react to this name, what people thinks

about loaning, how many are ready to get a loan etc. The responses were surprising

that many of the people were even not aware of SME bank.

9.1.5 Marketing activities of the bank

After the survey was conducted, the manager assigned me another job to go shop to

shop in the commercial area and tell people about SME bank, its functions etc. This

tasks was a vast experience for me because I was interacting with different people

daily and was trying to convince those people who doesn’t even allows to sit. But that

was quite challenging and interesting task for me to do.

67
9.2 Contribution that I made

The marketing activities that I perform through going shop to shop and distributing cards,

broachers and pamphlets made me introduce SME bank to more than 150 shops, SME bank

was not having any kind of marketing department or marketing activity before. After doing

this I suggested them to make some marketing team in order to increase the number of credit

customers and account holders.

9.3 Identification of a main problem

In my point of view the main problem and the weakest part of the banking strategy of this

specific branch is marketing. The reason behind fewer customers is marketing. SME bank

does not have any marketing strategy which they implement to grab the customers. Many of

us even don’t know that a bank exist named SME bank. The main reason behind all this is

lack of marketing or advertising campaign and they are not advertising through any kind of

media. The specific branch in which I have done internship doesn’t have any marketing team

or even a single guy who may inform others about the bank or even just pass on some

advertising material. The lack of marketing strategies has decreasing their share day by day

and they already don’t have many commercial customers. People may visit and people may

encounter their services but the condition is if they know that there is a bank named SME

bank. So the main problem which I identified there as a internee is lack of marketing

activities.

9.4 Findings

SME bank in Pakistan over the years has been facing many difficulties due to negligence by

68
Government of Pakistan. Out of many problems, cumbersome procedure by Government

agencies, taxation and other charges promoting lack of documentation or incorrect

documentation done by SME bank, inconsistent government policies discouraging

entrepreneurs to develop long-term vision, lack of formal technical education, non-

internalization of new technologies, lack of basic infrastructure, finance, marketing etc. and

most important of all, these factors discouraged commercial banks and other loaning

institutes to extend financing to SME sector. Some of the other problems are described

below:

 Poor record keeping by SMEs, particularly the accounting information.

 Lengthy and cumbersome application procedures, which discourage both SMEs and

Banks.

 Poor operational performance.

 The limited knowledge of financing options for the SMEs.

 Stringent collateral requirements and other banking regulations.

 Lack of skills in banks for identifying needs and structuring the delivery of financial

assistance to SMEs

 Lack of marketing practicing in bank to promote their product

 Approval from the head office takes weeks.

 No promotion campaigns run by SME bank, like sponsorships etc.

 There was lack of understanding between the credit and commercial department.

 Less focus on customer convenience because use to wait for the cash teller to come

and facilitate him.

69
 CHAPTER – 10

RECOMMENDATIONS
&
CONCLUSION

10.1 RECOMMENDATIONS

Following are the recommendations that I would like to recommend,

70
  SME bank should adapt according to the need and change in technology and should

adopt the new technology like other Multinational banks are using.

 SME bank should provide proper and up to date training to their employees in order

to cope with changes in business world.

 SME bank should build marketing team in order to aware the customers about them.

 SME bank should focus to improve their commercial activities because there is lot of

room for them to grab customers.

 SME bank should focus on innovation and creative products, it should bring

something new and transform their existing products so that the customer gets attract

of it.

 SME bank should build some kind of cross functional teams in order to bridge the gap

between the departments

 SME bank should initiate some more motivational tools in order to maintain loyal

employees and should provide them career path

 SME bank should try to increase the number of account holders through effective

means.

10.2 Conclusion

SME bank is basically controlled by federal government and it follows the directions and

71
policies of the government. The basic function of SME bank is to provide loans to Small and

Medium enterprise. SME bank tries to provide a friendly environment to its customers and

try to win the trust of its customers. Talking about the current scenario, the financials of SME

banks shows it in losses but trying to recover. It also has some internal problems like

conflicts between departments. Most importantly it is not focusing on its marketing activities

due to which its customer base is week. Employees of the organization are not satisfied due

to lack of job security which reduces their motivational level. To be at the top SME should

focus on its marketing activities and should bring something innovative to change its current

position in the mind of the customer.

72
 CHAPTER – 11

REFERENCES

References:

73
 Written notes during the internship

 Staff of SME Bank

 http://en.wikipedia.org/wiki/Bank

 http://www.google.com/

 http://www.idbp.com.pk/idbp/intro.htm

 http://www.pibas.com/

 http://www.sbp.org.pk/stats/Balance/PunjabProCor

 http://www.smebank.org/default.php

CHAPTER – 12
74
APPENDIX

75