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Barclays

Transcript: Barclays Business Meeting Presented by Fenn Newsome for Barclays Financial Information Financial Information Initial Costs Fine from ICO Security upgrade Compensation payout Initial Costs Short Term Costs Short Term Costs Long Term Costs Long Term Costs *1000 of GBP Impacts and risks Impacts and risks Reputation of PaySF Reputation of Barclays Future risks Customer Loyalty and Retention Customer Loyalty and Retention Shareholders and Investors Shareholders and Investors A report by Comparitech considered how data breaches affect stock market share prices. IBM® sponsored Cost of Data Breach Study conducted by Ponemon Institute Protecting the future Protecting the future Internal Internal Unencrypted Data New Hacker Oppurtunities Changed or Manipulated Data BEC and other scams Advanced Spoofing Techniques More sophisticated attacks which for example attack users who type in the correct URL, making these attacks almost impossible to notice. Multifactor authentication is key to keeping user accounts safe. In addition to this privileged user management solutions can be used to great effect to restrict user access and provides quality security intelligence. When data is unencrypted, it can easily be used straight away by the hackers. Use proper encryption for all sensitive information. Adopt a holistic approach to cybersecurity. Observe for symptoms or patterns of hacking New technology results in new areas to hack. Hackers delete or manipulate data, this makes the data untrustworthy. Produce accurate backups of all data and store seperatly. Meticulous research goes into the creation of these scams, often targeting high-value accounts. These scams are often detected after the damage is already done. The education of employees to help them recognize and realize when something is out of the ordinary. External External Insecure Third-Party Services Malware Attack New Chip and Pin Attacks Foreign Sponsored Attacks Cyber-attacks sponsored by foreign governments and organisations. Be alert and aware of government announcements Other parties and partners may become compromised and in turn may affect the bank as collateral damage or the party may be used as a means of attacking the bank itself. Make sure tests are carried out before collaborating with partys outside of the bank. Provide regular updates for their security systems. With use of personal devices is increasing the likelihood of a compromised device connecting to the network also rises, with hidden malware possibly able to read or edit data. Use of high quality security systems and network security protocols will help restrict dangerous traffic. The introduction of EMV payments has increased security of debit and credit cards however this has made online fraud much more appealing. Planning for the aftermath of a breach is key to minimizing damage from a breach, such as having a copy of data available. Reducing damage Reducing damage Confidence - open and transparent Plan of action Public message

Barclays

Transcript: Introduction Aisha Emara 1642008 Ramgopal Selvaraj 1657052 David Jaros 1441236 The Team Barclays in the UK Background UK economy Industry analysis Financial analysis Forecast Background Background Founded in 1690 120 Thousand Employees Europe USA Africa Asia Products and Services: -Personal banking services - Credit cards and transactional lending - Investment products and services - Business banking solutions Economic analysis Interest rates and inflation UK economy Consumers UK economy Service UK economy Banks UK economy Industry analysis Buyer Power PORTER 5 FORCES Competiton New Entrants Substitution Supplier Power Competitive Environment External Factors Technology Political Environment - Digital Age: Mobile and Internet Banking - Rapid Technological Innovations: Open Banking Block-Chain Aritifical Intelligence - Growth in Cyber-Fraud - Increase in geopolitical tensions - Post-Brexit arrangements Post the 2007-2009 financial crisis there has been number of regulatory reforms implemented by Central Banks all over the world to prevent such crisis in the future and UK's FCA and PRA has also implemented many regulations to the financial industry its operating. Some of them were, Financial Services and Markets Act 2000 (as amended) (FSMA) CRD IV, which implements Basel III, the main primary source for capital, liquidity and leverage requirements in the EEA. Market Abuse Regulation. European Market Infrastructure Regulation. Short Selling Regulation. Securities Financing Transactions Regulation. Markets in Financial Instruments Regulation (MiFIR) (from 2018). Benchmarks Regulation. This may expected to change significantly over the next few years. Since in June 2016, the UK voted in favour of leaving the European Union, which is expected to have an impact on the legal and regulatory framework governing the regulation of banks in the UK Government Regulations Financial Analysis Financial Analysis Income statement Financial Ratios BVPS and CPS Forecasts Forecasts The 17 analysts offering 12 month price targets for Barclays PLC have a median target of 230.00, with a high estimate of 252.00 and a low estimate of 150.00. The median estimate represents a 11.00% increase from the last price of 207.20 Share price forecast Dividends In 2017, Barclays PLC reported a dividend of 0.03 GBP, equaling last years dividend. The 18 analysts covering the company expect dividends of 0.06 GBP for the upcoming fiscal year, an increase of 103.33% Earnings history & estimates Barclays PLC reported 4th quarter 2017 earnings of 0.0255 per share. This result was in line with the expectation of the one analyst following the company and under-performed last year's 4th quarter results by 36.25%. The next earnings announcement is expected on Apr 26, 2018 Barclays PLC reported annual 2017 earnings of 0.1492 per share on Feb 22, 2018 Revenue history & estimates Barclays PLC had 4th quarter 2017 revenues of 5.02bn. This missed the 5.16bn consensus estimate of the 6 analysts following the company. This was 0.60% above the prior year's 4th quarter results Barclays PLC had revenues for the full year 2017 of 21.08bn. This was 1.75% below the previous year's results. Contact Contact Info Aisha Emara w1642008@my.westminster.ac.uk Ramgopal Selvaraj w1657052@my.westminster.ac.uk David Jaros w1441236@my.westminster.ac.uk Q & A

Barclays

Transcript: Introduction Service quality has been identified as the critical ingredient to success and it is crucial that customers are satisfied in order to stay ahead of the competitors. (Banerjee and Sah, 2012). The industry wide notion is that the delivery of high service quality is a critical factor for achieving customer satisfaction, and a prerequisite for a number of desired behavioural outcomes that will lead to high performance in retail banking. (Ting, 2004). In the absence of objective measures, firms must rely on consumers’ perceptions of service quality to identify their strengths and/or weaknesses, in order to design suitable strategies. (Osman et al. 2005) Company Profile Formed in 1690 by John Freame and Thomas Gould. Began trading as a gold-smith banker, followed by funding the world’s first industrial steam train and financing two of the world’s fastest passenger ships. Barclay & Company Ltd. was formed in 1896 as 19 banking institutions merged providing 182 branches with deposits of £26m. The name changed again in 1925 to Barclays Bank D.O.C. and had 5,000 employees the following year. 1966 they launched the ‘Barclaycard’ which was a credit card. A year later they introduced ‘Barclay Cash’ which was the UK’s first ATM. Since then competitors have followed suit regarding any innovative leads Barclays has made. Nowadays Barclays is engaged in Personal, Corporate and Investment banking, Wealth and Investment Management and credit cards. They currently service over 50 countries and employ around 140,000 people. Literature Review Methodology Findings A reason for this may be that when it comes to these dimensions it involves human interaction. For example, the responsiveness dimension could equate to asking a question in a bank and how well the representative responds to this, which a personalised card could have little effect on this outcome. Customers who hold a personalised card can give a better perceived quality perception than bank customers who does not hold a personalised bank card. However, an interesting question can be raised - if a non-personalised card holder experienced a personalised card service would their perceptions of quality change? Limitations / Recommendations Conclusion Harland N. and Holey E. (2011) Khazeh and Decker (1992) found in their research that reputation is an important factor when choosing a bank. ‘Using a comparatively simple method of adding open-ended questions to a quantitative self-report based questionnaire methodology can add substantial value and depth to both the conclusions and results of studies undertaken’ Thank You for listening. Please feel free to ask any Questions? The proposed method is to use SERVQUAL model which aims to measure five dimensions of service quality: •Tangibles •Reliability •Responsiveness •Assurance •Empathy. Anderson et al. (1994) 42% of the survey said that reputation is the deciding factor when choosing a bank. Small group of 48 participants ‘There appears to be consensus among service providers that personal service is something their customers want, but little consensus about just what personal service means. In many cases it seems to mean a smile, eye contact, and a friendly greeting. In other cases it means offering to customize the basic service to suit the customer's needs or tastes.' If this idea revolutionises banking then personalised cards may be irrelevant. This will then be followed up by adopting the structure used by Bogomolova (2012). This involves presenting a set of statements which requires the respondents to rank from 1 to 10 the significance of the service quality statement. To be able to quantify the data and draw some conclusions from the results, the mean average will be derived from the data given by respondents. In addition a third column will give an indication of the mean difference between the two data sets. Location of survey. Chakravarty finds that high customer loyalty leads to a significantly lower propensity to switch. In this case personalised cards are not an indication of service quality and therefore do not encourage or influence customers to switch banks. Chakravarty (2004) Their empirical findings showed that more than half of the people questioned for the bank said they would like to customise their bank card, and 26% said it would actually influence their choice. 48 people at random were asked to complete a short questionnaire for the collection of primary data. Opportunities Our survey displayed no age bias Only a fledgling service. 24 respondents who held a personalised Barclays card compared to 24 respondents who held a debit card that was not personalised. The potential surge in digitalisation: eg. Mobile Banking. They may want a personalised mobile service. Barclays ‘Pingit’ service allows customer to send and receive money through mobile numbers, whether you’re a Barclays customer or not. The surveys were handed out face to face in order to clarify any misconceptions that the respondents

Barclays

Transcript: Barclays Challenges Challenges Opportunities Challenges Political & Legal Political & Legal Societal PESTLE Analysis Rates of obsolescence Responsibilities of the Board: Oversee and be critical of the business Evaluation of senior executives strategy-making and strategy executing skills Compensation plan for top executives Value creation: Customer value proposition Key resources Opportunities: Societal Banking Environment Initiative Carbon offsetting Opportunities Political & Legal Societal Economic Technological Environmental Value delivery: Key processes Capturing value Range of PR initiatives Sponsorships: Sports Arts & Entertainment Social Initiatives: Building Young Futures – with UNICEF Barclays Cycle Hire & Superhighways LifeSkills initiative Five Million Young People Campaign Challenges: Increase in Bank Levies Various Controversies Barclay's Business Model Opportunities Green Lending Critique of corporate governance structure Technological Security Poor PR standing due to: Financial Support of Human Rights Abusers Banking Sector’s Role in Financial Crisis Bankers’ Bonus Controversies Customer Satisfaction Taxation Economic New telecommunication systems Global increase in computer literacy Environmental Challenges: Unemployment Rates Political Stability in Key Markets Greater Regulation – “The regulator can play a constructive role in the development and embedding of a positive culture in a bank.“ – Chairman Project Merlin Opportunities:

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