CIB Case Study

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It was late in the afternoon when Hesham Ezz El Arab, the current Chairman and managing director of CIB, had to make an urgent decision that will be announced in Board of Director’s annual meeting the next day. In front of him was paper work that showed the different alternatives that the board had previously negotiated in a recent meeting on which business model it must adopt to penetrate the market and reach its main mission of “consumer banking”.

Company Background

The Commercial International Bank (CIB), was first established in 1975 as a joint venture between the National Bank of Egypt (51%) and the Chase Manhattan Bank (49%) under the name "Chase National Bank of Egypt”. Following Chase's decision to divest its equity stake in 1987, National Bank of Egypt (NBE) increased its shareholding to 99.9%, and the Bank changed its name to Commercial International Bank (Egypt) S.A.E.

Since it’s establishment CIB has been consistently awarded for its broad range of products and services on numerous occasions by international publications. Awards won include “Best Sub-Custodian bank in Egypt” for five consecutive years; along with “Best FX Provider in The Middle East” by Global Investors 2012. Furthermore, as of December 2013, CIB’s gross loan book reached EGP 46 billion, while customer deposits marked EGP 97 billion, with a paid-in capital of EGP 9 billion; making CIB the most profitable bank in Egypt. In addition, CIB’s marketing capitilization is the highest in the banking sector in Egypt, amounting to over EGP 29 billion as of December 2013. Furthermore, they operate a wide distribution network of with 152 outlets and more than 500 ATMs. It also has subsidiary brands like CI capital, CIBC, FALCON (for monetary transport) and ot...

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...tapping this segment efficiently. Moreover, liabilities of the bank are at an all time high, creating vast quantities of "cash outflows" in the term of interest payments. Countries like Qatar have been having increasing interests in Egyptian banks and see an opportunity for their financial growth. Furthermore, the current political situation pressured the existing market conditions to weaken the financial performance of existing businesses and reduced the growth rate of loans. However, there lies an opportunity in the newly implemented initiative by the central bank to provide 10m to commercial banks to finance small enterprises. This would be a potential for CIB to invest further this segment but there is a dilemma in which business model it should adopt that would tackle the challenges and grab the available opportunities in the market.

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