beti ppt edit.pptx background study of commercial bank

Commercial bank of ethiopia performancr

1. CBE Background

Established in 1942 as the State Bank of Ethiopia; became a share company in 1963.

Merged with Addis Ababa Bank in 1974, playing a key role in national development.

Pioneer of modern banking in Ethiopia.

Operates 1,824 branches nationwide, 4 in South Sudan.

Over 35M account holders, 5.5M mobile/internet banking users, and 7.7M active ATM cardholders (as of June 2022).

Operates 2,524 ATMs and 9,384 POS machines.

Partnered with over 50 international banks and 700 banks through SWIFT.

Introduced Western Union in the 1990s, now works with 20+ money transfer agents.

Employs 33,000+ skilled staff. CHAPTER ONE ORGANIZATION REPORT
1.1 Background of the Commercial Bank of Ethiopia

2. Mission To meet stakeholders' needs, support national development, and ensure global financial intermediation through skilled employees and advanced technology. Public confidence is key to our success. Values Corporate Citizenship: Operates lawfully in Ethiopia and globally.

Customer Satisfaction: Strives to exceed expectations.

Quality Service: Committed to delivering excellence and building a strong brand.

Innovation: Promotes new ideas to enhance customer and bank experiences.

Teamwork: Values collaboration and diverse viewpoints.

Integrity: Upholds the highest standards of honor and ethics.

Employees: Recognizes staff as vital assets.

Public Confidence: Sustains trust as the foundation of business.

3. Objectives Drive national economic growth.

Expand market share and capital base.

Deliver exceptional customer service.

Provide diverse, value-added services.

Maximize profitability and efficiency.

Develop employee skills and satisfaction.

4. Vision To become a World-Class Bank by 2025.

Roles and Functions

Mobilizes resources for economic development.

Supports agriculture, manufacturing, trade, and services.

Finances major public and private sector projects, including infrastructure and trade.

Offers savings, loans, foreign currency exchange, and remittance services.

5. Chapter Two SWOT Analysis Understanding the SWOT analysis helps CBE navigate the dynamic financial environment effectively.


Strong collaboration between management and employees.

Continuous profitability through innovation.

Ethical and efficient staff conduct.

Strong ties with local and 50+ foreign banks.

Regular employee training programs.

Experienced and qualified management team.

6. Weaknesses Inconsistent customer service by some employees.

Poor information and file management.

Frequent connection problems frustrating customers.

Insufficient materials like chairs, tables, and computers.

7. Opportunities Rising income levels and growing customer base.

Proximity to market centers (e.g., Hawassa City, Leku branch).

Infrastructure development driving investment.

Population growth boosting potential customers.

Availability of skilled labor and advancing technology. ---

8. . Threats Increasing labor costs.

Currency volatility.

Market competition from new private banks.

Poor credit culture and low banking literacy.

Regulatory changes by the National Bank of Ethiopia.

Economic challenges in the country.

9. CHAPTER THREE: ACTIVITY REPORT 3.1 Background
CBE Leku branch, located in Sidama Regional State near Hawassa City (20 km away), was established in March 2015 to provide banking services.

3.2 Objectives
The branch mobilizes resources and offers services like deposits, currency exchange, remittances, and securities trading.

10. 3.3 Duties Assigned Account opening and document verification.

Assisting customers with transactions and registrations (CBE Birr, mobile banking).

Preparing bond certificates and periodic reports.

Customer data collection and service assistance.


3.4 Performance Evaluation
Practical work enhanced knowledge of workflow, customer handling, and office manners. Evaluated positively by the branch manager.

11. 3.5 Challenges and Solutions Challenges: Lack of office materials, customer awareness, small office space, and limited staff.

Solutions: Reading bank manuals, seeking guidance from senior staff, and suggesting increased staff and customer awareness initiatives.

12. CHAPTER FOUR: LESSONS, EXPERIENCE, AND SKILLS 4.1 Lessons Applied classroom knowledge to real-world scenarios.

Developed practical skills and problem-solving abilities.

Improved understanding of business operations and the working environment.

Enhanced confidence, social relationships, and decision-making skills.

13. 4.2 Experience Gained hands-on experience aligning theory with practice.

Improved research, critical thinking, and employability skills.

Developed the ability to solve real-world challenges.

14. 4.3 Skills Practical Skills: Improved task execution, customer relations, and workflow understanding.

Theoretical Skills: Gained knowledge in reconciliation, auditing, and cashier operations.

Interpersonal Communication: Enhanced communication, decision-making, and problem-solving.

Work Ethics: Learned the importance of punctuality, respect, and adherence to rules, contributing to productivity.

15. CHAPTER SIX CONCLUSION AND RECOMMENDATIONS 6.1 Summary
The attachment aimed to link classroom knowledge with real-life work experience, explore organizational practices, and identify challenges. Key findings highlighted CBE’s role in economic growth, challenges like inflation and infrastructure issues, and the need for improved awareness of banking services.

16. 6.2 Conclusion Practical attachments benefit students, universities, and society by bridging theoretical knowledge and practical skills. Strengthening university-employer relations is crucial for addressing workplace challenges and enhancing problem-solving abilities. 6.3 Recommendations Extend the practical attachment period.

Expand modern E-banking services.

Focus on research and development.

Increase salaries to retain skilled employees.

Strengthen university-organization

17. Thank you

18. CHAPTER FIVE: SPECIFIC MARKETING CONCEPTS 5.1 Products and Services of CBE CBE offers a range of services tailored to societal segments, including: Deposit Products: Savings accounts (e.g., Women, Youth, Minor), fixed deposits, and checking accounts. Credit Products: Short, medium, and long-term loans. Trade Services: Import/export services, letters of credit, and guarantees. Diaspora Services: Foreign currency accounts and money transfers.

19. 5.2 Demand Management Demand management helps forecast and balance demand, improving customer service, reducing costs, and enhancing product innovation. 5.3 Market Segmentation CBE uses demographic, psychographic, behavioral, and geographic segmentation to align products with customer needs. 5.4 Competitive Strategy CBE plans to grow private sector lending from 13% to 40% in five years, using strategies like cost leadership, differentiation, and focus. 5.5 Marketing Mix Pricing: Competitive pricing for nationwide accessibility. Product: Clear product goals aligned with customer needs. Promotion: Billboards, magazines, and telephone outreach. Distribution: Direct and partner channels for product availability.

20. 5.6 Customer Relationship Management (CRM) CRM integrates processes and technologies to enhance customer satisfaction, retention, and sales growth. 5.7 Profitability Analysis Profitability ratios (e.g., gross, operating, and net margins) guide financial performance and investment decisions. 5.8 Challenges Outdated systems and poor communication. Reliance on old working methods. 5.9 Recommendations Employ skilled staff and computerized systems. Enhance communication and simplify processes.