HSBC Formerly Named The Hong Kong Banking Marketing Essay

1. Introduction

HSBC formerly named the Hong Kong and Shanghai Banking Corporation Limited was established 1865. With assets of US $1,502 billion, HSBC’s international network comprises over 9,500 offices in 76 countries and territories in Europe, the Asia-Pacific region, the America, the Middle East and Africa.

This paper examines HSBC’s International Business Strategy with particular emphasis on North America and the US. Firstly, the relevant literature on International Business is reviewed and a comparison between the literature and HSBC is presented. Secondly, HSBC’s business environment is looked at; analysing such factors as industry competitiveness. Next, HSBC’s International business strategy is critically evaluated and finally, a conclusion along with recommendations is provided.

2. Literature Review

“The rapid globalization of business in the last two decades has prompted an increasing number of firms to develop strategies to enter and expand into markets outside their locations” (Osland et al. 2001:153). Reliability on solely domestic markets is therefore a reliable source for competitive advantage (Rugman & Collinson, 2006). Firms must therefore develop strategies of Internationalisation in overseas markets. According to Johanson and Wiedersheim-Paul (1975:306) “the term international refers to the activities implemented abroad or attitude of the firm towards foreign activities”. Relevant studies on the banking industry and HSBC will be examined below.

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According to Hoskisson et al., 2000; strategies are moderated by the characteristics of the particular context in which firms operate. In particular, institutions-the ‘rules of the game’-in the host economy also shape firm strategies such as foreign market entry (Peng, 2003; Wright et al., 2005). In a broad sense, macro-level institutions affect transaction costs (North, 1990). However, traditional transaction costs research (exemplified by Williamson, 1985) focuses on micro-analytical aspects such as opportunism and bounded rationality. This consequently raises questions on

macro-level institutions, such as country-level legal and regulatory frameworks, influence transaction costs have been relatively unexplored, remaining largely as ‘background.’ However, a new movement in research posits that institutions are far more than ancillary elements, and that institutions directly influence what resources a firm has at its disposal as it strives to develop and launch strategy. An analysis of theory developed specifically out of changes to global markets shows little development of the standard theories of market segmentation, differentiated pricing and appropriate distribution channels which underpinned local and domestic marketing theory. However, the literature over the past five years has shown a particular set of theoretical models specific to global marketing.

Hollensen (2007) discusses the Uppsala International Model demonstrating a sequential pattern of entry into international markets with an increasing “commitment” to overseas markets as the international experience of the firm grows (Johanson and Vahlne, 1977). Hollensen (2007) contrasts this with a traditional approach of what is termed as the Penrosian tradition which is based on economy of scale and a cost-led approach working from the firm’s core competencies. Dunning (1998) suggests a similar Ownership-Location-internalisation (OLI) framework identifying an “ownership advantage” of establishing overseas production facilities, a locational advantage which builds a logistics network around the overseas production and, finally, an internalisation advantage where it must be economical for a firm to utilise the previous two advantages rather than sell them to a foreign firm (Hollensen 2007). Similarly, the standardisation-localisation model focuses on specific choices related to international market entry and the identification of risk mitigation factors salient to international marketing. Baker, M (1993) recognises the risk mitigation inherent in internationalisation, protecting the firm from adverse fluctuations in the national economic cycle. Hollensen (2007) concurs, outlining the ownership, operating and transfer risk in being attached purely to domestic markets. All of the literature is strong on identifying the risks of domestic-based marketing; however there is scant coverage of the specific risks of internationalisation.

2.1 The Strategy of International Business

Firms operating in the global marketplace are required to balance concerns for globalisation (economic integration) with national responsiveness (Rugman & Collinson, 2006). Globalisation is defined by Rugman & Collinson (2006:454) as “the production and distribution of products and services of a homogenous type and quality on a worldwide basis”.

National responsiveness is defined by Rugman & Collinson (2006) as the ability to understand different customer requirements in different countries and responding to those local demands by providing the required products and services. Globalisation strategy advocates claim that human needs are homogeneous in every country supporting product standardisation within world markets (Levitt 1983 cited in Schlie and Yip, 2000). Some authors however argue that the globalisation strategy fails to address customer needs in national markets (Rugman & Collinson, 2006). In order to analyse the distinction between integration and national responsiveness Figure 1 (Adapted from Bartlett and Ghoshal) will be used.

Fig. 1

Source: Bartlett and Ghoshal, 1989, in Rugman and Hodgetts, 2001, p.335.

As highlighted above, quadrant 1 represents high economic integration and low national responsiveness. This is a global strategy used by firms to achieve economies of scale (Rugman & Collinson, 2006). Quadrant 4 represents high national responsiveness but low economic integration. This is a national responsiveness strategy used to customize products/services to local demand(Rugman & Hodgetts, 2001). Quadrant 3 meanwhile, represents both high

economic integration and national responsiveness. Quadrant 3 is the most demanding of all and is also where many successful transnational firms operate (Rugman & Collinson, 2006). Finally, quadrant 2 is where the need for national responsiveness and economic integration is low.

The banking industry uses a combination of mergers, acquisitions, subsidy and Greenfield strategies. However, economic integration is counterbalanced by national responsiveness in terms of how each strategy is designed and implemented (Rugman & Collinson, 2006) given that consumer needs may differ from region to region indicates that a product or service introduced in one part of the world is usually rejected by consumers in other parts of the world (Rugman & Hodgetts, 2001). HSBC provides a good example in relation to the notions mentioned above. Although, HSBC’s international network comprises over 9,500 offices in 76 countries, its entry into the US began as a weak and poor performer. Peek et al. (1999) found that US subsidiaries of foreign banks generally perform poorly due to acquisition of unsuccessful US banks in conjunction with the inability to improve performance sufficiently. Taking this into consideration, HSBC pursued a localisation strategy in different regions of the world which is similar to Barclay’s use of integration in tandem with national responsiveness.

3. The International Business Environment of HSBC

In order to understand HSBC’s International Strategy, the company’s business environment is going to be examined using Porter’s five Forces because as Sandler

(2007:3) points out “many of the problems and opportunities affecting a single firm may be associated with broader based systemic issues impacting an entire industry”. Secondly, HSBC’s business environment is going to be studied using pestle analysis.

3.1 Porter’s Five Forces Theory

Porters 5 Forces theory demonstrates the influences of the five competitive forces which are used to define the characteristics of the target market (Crum 1998, p.307).

The main competitive forcers include Porters 5 Forces theory demonstrates the influences of the industry competitiveness (Rugman & Collinson, 2006) (See Appendix 1).

3.1.1 Level of Competition (Rivalry)

Competition in the banking industry is extremely fierce and HSBC is in strong competition with other major banks, such as Barclays and Lloyds TSB. In an environment of strong competition, banks will find themselves involved in intense price competition.

HSBC can avoid price competition by differentiating themselves from the competition as expressed by Porter (1985). HSBC also has competition online debit, insurance and mortgage companies that offer competitive prices.

3.1.2 Threat of Substitutes

The threat of substitutes for HSBC is low because money cannot be replaced.

However HSBC do have enormous competition from other banks and mortgage lenders and if customers are not happy with the prices and services they are receiving from their bank, they can easily move to a competitor.

3.1.3 Threat of New Entrants

The threat of new entrants is extremely high, and not only from banks. Companies such as Sainsbury’s and Virgin also sell financial products.

Ind & Bjerke (2007) believe that brand loyalty is an important marketing factor, and HSBC certainly has this advantage.

Customers may want a personal service, so the threat of small bank operators whom offer an intimate experience may be favoured over a large bank, such as HSBC (McDonald 2007).

HSBC have been operating for many years and therefore has a lot of knowledge and customers can trust them. A new entrant would not have this advantage; especially in many of the countries that HSBC operates such as China, where trust is imperative to the culture (Brett et al 2006).

Bargaining Power of Buyers

Bargaining power of buyers is extremely high as customers can switch to a rival company with lower rates and offers such as free mobile phone

insurance. The customer has the choice of going to a wide array of high street branches and therefore has great power which can affect the market share of HSBC.

HSBC need to ensure that they offer something more than the other competing banks, such as holiday insurance.

3.1.5 Bargaining Power of Suppliers

Bargaining power of suppliers with regards to HSBC is twofold. Firstly HSBC rely on its customers (suppliers) to bring in its product (money), therefore the bargaining power of suppliers is very high.

Secondly, the suppliers are not a threat to HSBC because it is unlikely that they will open their own bank, so the bargaining power of suppliers here is very low.

Table 1. Summary of Porter’s Five Forces Analysis

Force

Intensity

Level of Competition

High

Threat of substitutes

High

Threats of New Entrants

Low

Bargaining power of buyers

Very High

Bargaining power of suppliers

High

Pestle Analysis

Political

Obtaining funding from the money markets has become more costly for HSBC as a result of uncertainty in financial markets and shortage of funds caused by the global credit crisis (BBC 2008).

Because HSBC has branches all over the world, they must comply with changes in legislation with regards to their countries of ownership. An example of this was in 2006 when Vietnamese regulations proposed to increase the foreign ownership cap from 10 per cent. As a result of this new

regulation, HSBC’s FDI rose by 55 per cent (HSBC 2007).

HSBC are also affected by political instability. This occurred in Thailand in 2006 when the political crisis had a negative impact on consumption patterns

and the number of people taking out loans dropped, oil prices and interest rates increased. Due to all these issues, HSBC only reported a 4% growth in the Thai economy, far less than the other Asian banks (HSBC 2006). Other wars and conflicts in HSBC operating countries will have a direct negative impact on the company.

3.2.2 Economic

The credit crunch has seen many major banks tighten their lending criteria in order to reduce the number of credit write-offs. Barclays recently wrote off £1.67billion, Lloyds TSB £1.26billion and HSBC £943million (Hosking 2008).

HSBC’s profit before tax in 2007 was £4,081million, and the bank reported a strong start to 2008 despite the global financial crisis. In the first quarter of 2008, HSBC’s profit was ahead of the equivalent period last year (HSBC 2008). Compared to other major banks, including Barclays and Lloyds TSB, HSBC is doing well in the face of the crisis.

Changes in foreign exchange rates affect HSBC and new frameworks, similar to one introduced in 2007 by the International Monetary Fund causes instability for HSBC (BBC 2007).

Consumer perceptions at the emerging economic downturn has people concerned about their spending patterns and less likely to take out loans and spend what they have.

Many banks have been withdrawing mortgage offers, however HSBC are now offering competitive rates (Budworth 2008). Due to their differentiation strategy, consumers are attracted to their mortgages.

Social

A report published in the Independent newspaper highlighted the fact that the number of people going to University increases each year, hence people are becoming better educated (Hilpern 2008). The range of services that HSBC offers to university students has increased over the years, however there have been recent campaigns against HSBC from Student Unions with regards to interest free overdrafts students receive upon leaving University (Coughlan 2007).

Housing trends greatly affect HSBC and the current economic crisis has meant that major banks, including Barclays and Lloyds TSB have been urged to cut interest rates (Murchie 2008).

Technological

The Internet has consolidated itself as a very powerful platform that has changed the way businesses operate (Pieter 2007). People now have access to their finances easily, in any location and for 24 hours.

There is vast room for improvement of M-Banking (mobile banking). People are so dependent upon mobile phones and have easier access to their mobile than a computer.

The GLT (Global Technology Centre) within HSBC are responsible for new technological advances and operate throughout Europe, Asia and Africa.

Environmental

With growing environmental pressures, HSBC has become the world’s first major bank to become carbon neutral. HSBC’s commitment to change ensures that they provide environmentally responsible advice to lenders and have become involved in a variety of initiatives, including the introduction of renewable energy technology, water and waste reduction programmes and employee engagement (HSBC 2007).

Consumers have the option to go green with HSBC and reduce the impact on the environment by saving paper and energy. Customers will receive email statements instead of paper statements, there are no cheque or paying-in books and the customer will be contacted by telephone instead of post (HSBC 2008).

Legal

HSBC must comply with a wide array of laws and regulations, including consumer protection. Consumer complaints have been paramount in the media lately regarding high bank charges for overdraft limits. The High Court has now ruled that bank charges are to be assessed under consumer protection law. It is now up to the Office of Fair Trading (OFT) to decide the

fairness of bank charges. Because of this new legislation, consumers have received millions of pounds back from these charges (Pollock 2008).

HSBC has to comply with data security measures set by the Financial Services Authority after HSBC admitted to losing a disk that contained the personal details of 370,000 customers in March 2008 (Booth et al 2008).

4. EVALUATION OF HSBC’S INTERNATIONAL BUSINESS STRATEGY

4.1 HSBC’s Entry into North America

HSBC began its growth in North America by acquiring failed and weak banks. In effect, shareholders lacking a comparative advantage relative to HSBC, with respect to owning and governing given banks or branches (Lichtenberg and Siegel, 1987), sold them to HSBC. Generally, growth through acquisition is difficult to execute as it is vulnerable to problems of over-reach due to managerial hubris (Roll, 1986; Baradwaj et al., 1992 & Seth et al., 2000). One cannot arrive at strong conclusions from studies of the profitability of subsidiaries. Banks transfer profit across borders (Demirgüç-Kunt & Huizinga, 2001), and foreign banks may prefer to book some business from their headquarters (Peek & Rosengren, 2000). One may surmise that HSBC initially chose to acquire weak banks as much out of necessity as design. For any given size, a profitable bank will cost more than an unprofitable one, so in order to achieve diversification goals, HSBC needed to acquire large banks. Now that HSBC is one of the world’s largest banks, whether one measures by market capitalization or total assets, it has more flexibility.

Banking concentration is apparent in many developed countries (Marquez & Molyneux, 2002). In response, policymakers within these countries have restricted banks from further domestic mergers and acquisitions. Some recent failed attempts in Canada are a case in point (Tickell, 2000). Growth opportunities therefore arise through cross border growth. Interestingly, each of the owners of the largest subsidiaries of foreign banks in the US is disproportionately often the largest bank in its home country (Tschoegl, 2002 & 2004). Strategy viability assessment is the classic area of determining how a foreign firm competes against local facing lower cultural issues (Zaheer, 1995). One issue then is whether having operations in contiguous countries represents a competitive advantage. Tschoegl (1987) Dufey & Yeung (1993) have argued that, where markets are well developed and competitive, there is no reason to expect foreign banks to be better than local banks at retail banking. At the same time there is evidence for the existence of a liability of

foreignness vis-à-vis the foreign banks’ host-country competitors (Parkhe & Miller, 2002). Of course, there is also evidence that suggests that, the liability is minimal (Nachum, 2003) or wanes over time (Zaheer & Moskowitz, 1996). However, these last two studies examine the liability in the context of corporate and wholesale banking markets. The liability may be more salient in the retail markets, where national differences between the home and host market are likely to be more profound. Claessens et al. (2001), Demirgüç-Kunt & Huizinga (1999) found that foreign banks tend to have higher margins and profits than domestic banks in developing countries, but that the opposite holds in industrial countries. Similarly, Dopico & Wilcox (2002) found that foreign banks have a greater share in under-banked markets and a smaller presence in mature markets. This implies there must not be a high expectancy for coss-border mergers in commercial banking within developed regions. One can speculate that on the production side, differences in products across markets and privacy laws appear to be limiting parents’ ability to consolidate processing. As far as depositors are concerned, there seems to be little value to having an account with a bank that operates in other countries, especially now that travelers can draw cash from networked ATMs. HSBC has a service for wealthy individuals-HSBC Premier-that provides cross border advantages as transfer of an individual’s credit rating when they relocate, and some other services. However, these facilities are not available to ordinary accounts. The literature on trade flows is instructive here; the evidence on NAFTA has shown that borders have a substantial damping effect on trade flows (McCallum, 1995). In North America, HSBC is even poorly positioned to take advantage of cross-border retail banking that is currently drawing attention: remittance flows from Mexican workers in the US. Although HSBC now has a strong presence in Mexico, it has almost no offices in California or other US states with large populations of Mexican immigrants.

By contrast, Bank of America, the largest bank in California and in many other US states in 2002, bought a 25 percent stake in Santander-Serfin, Santander’s subsidiary, which has amalgamated Mexico’s oldest and third largest bank. If there is

reason to believe that, HSBC benefits from cross-border demand or production effects, what is left as a source of advantage? One candidate is what Kindleberger

(1969) called “surplus managerial resources.” When a bank such as HSBC can no longer grow at home, it may find itself with a management team that is underemployed in terms of the demands on its time. The bank may then choose to

grow abroad when it can combine these surplus resources with what Berger et al. (2000) call a global advantage. As Nachum et al. (2001) point out, the competitiveness of firms depends on the kind of assets that firms can transfer internally from country to country, but are difficult to transfer from one firm to another, even within a country. Still, it is, extremely difficult to measure an intangible asset as subtle and hard to define as better management (Denrell, 2004), especially when, recent events have shown, stock market performance or accounting measures are of doubtful reliability.

5. HSBC’s International Business Strategy

HSBC, a growth oriented company from earliest days decided to launch concrete strategies to attain market leadership in all sectors operated in. Though the company was amongst the leading players in areas such as consumer finance, personal financial services, commercial and corporate banking, it also wanted to establish its presence in areas such as investment banking, mortgage, insurance and credit card business. To strengthen its product portfolio and geographical reach, HSBC embarked on an aggressive acquisition strategy. The focus was on areas where it was either weak or did not have a presence. Simultaneously, the company launched an aggressive branding exercise to complement its growth strategy. The geographical reach of the bank could be estimated by its presence in the form of the subsidiaries and franchises. It can be said that HSBC uses the multinational strategy since it operates in a range of markets. According to Prahalad and Doz (1987), the prime consideration here is the extent of pressures for global integration and extent of pressures for local responsiveness. In addition, Schlie and Yip (2000:343) argue, “the key in global strategy is to find the best balance between local adaptation and global standardisation”. In order to achieve the benefits of globalisation, businesses need to recognise when industry conditions provide the opportunity to use global strategy levers (Yip, 1992). Authors Morrison and Roth,

Rugman & Verbeke (see Schlie & Yip, 2000) maintain that Regional Strategies offer such an optimal balance.

In order to analyse the globalisation drivers of HSBC, the Yip Framework drivers for internationalisation was adapted from Yip, 1992. According to Campbell (2002), Yip

identified four drivers (See Appendix 2) which determines the nature and extent of globalisation in an industry.

Table 2. Globalisation drivers of HSBC

Market Globalisation Drivers

Global customers

Global distribution channels

Presence in lead countries

Common customer needs

Cost Globalisation Drivers

Global scale economies

Difference in exchange rates

High product development costs

Rapid change in Technology

Government Globalisation Drivers

Common marketing regulations

Government owned customers (Subsidies)

Host government concerns (Policies)

Competitive Globalisation Drivers

Competitors globalised

Competitors from different continents

6. Strategies and Performances of Principal competitors

6.1 Branding and Diversification

Brand development creates an identity for businesses which creates a competitive edge depending on its effectiveness (Montoya, 2002). The groups chairman stated commitment to making HSBC one of the world’s leading brands for customer experience (HSBC, 2007). In 1998, the Group adopted the HSBC brand and the hexagon symbol as a unified brand in all the markets where it operated which emphasized its global reach. HSBC adopted taglines such as ‘Your world of financial

services’ in 1999 to enable customer awareness on the range of financial services available for each customer. HSBC ensures that its understanding of varied markets

and cultures are integrated into its brand through the tagline ‘The world’s local bank’ developed in 2002. Similarly its competitors, Barclays uses a branding strategy which promises to deliver value through financial expertise — the ‘fluent in finance’ strapline (Brand republic, 2004) and Lloyds TSB on the other hand, develops a global strategy through the development of a “strong brand image by reducing local customization and selectively satisfying common customer demands across markets” (Osono et al., 2008:28).

Diversification Strategy is the launching of new, retail-focused services, Link with enabling competitive advantage (Hitt, et. al., 2006), Although HSBC’s core brand is strong, customer recognition may have saturated, therefore integrating both fresh brands into subsidiaries in tandem enables its growth through Merger and acquisitions providing a competitive advantage, enabling HSBC to play a central role in two of Europe’s biggest-ever merger and acquisition deals i.e. Mittal Steel’s hostile bid for France’s Arcelor and German utility company Eon’s offering for Spanish rival Endesa (Digital look.com 2009).

6.2 Technology use and strategy

Through advances in technology, HSBC presents customers with a broad spectrum of financial services including personal financial services and investment banking, amongst others, to create competitive advantage through strategic alignment (competitive potential) (Venkatraman et. al., 1993). Similarly, Barclays and Lloyds TSB use strategic alignment (Service level) to ensure the effective use of IT resources and be responsive to the growing and fast-changing demands of the end-user population (Cio.co.uk, 2010).

6.3 Performance Evaluation

It is argued that ‘positive relationships between marketing spend, market share and marketing activities have an incremental impact on market share however this does not apply to the “big four” banks’ (Digital look.com, 2009). The graph below demonstrates decline of share prices for RBS and Lloyds in the last two years. Both

banks have lost between 75% and 85% of its values in comparison to the past 2 years.

Fig2: Market Shares Trends of the Top Major Banks

In summary, the results demonstrate varied results for UK banks in 2009. HSBC for example, report significant improvements whereas others such as Barclays and Lloyds TSB demonstrate decline due to the impact of the global financial crisis.

In addition, according to Digital look.com (2009), HSBC’s success attaining the top of investors’ is as a result of the following:

Largest bank in the UK with a well-capitalised balance sheet.

Solid defensive stock with a stable and resilient earnings track record.

Well-placed to benefit from the continued economic growth in emerging markets.

Currently trading on attractive valuations with a forward P/E of 11.6 times and a dividend yield of 3.4%.

HSBC demonstrates a lack of focus and development with regards to investment banking which has prevented HSBC becoming a major player in investment banking.

Focus and development is essential for performance improvement due to continuous sub-prime mortgage fallout and credit tightness influences on the retail banking sector (Digital look.com, 2009). The last three years demonstrate the emergence of HSBC as an investment banking brand.

7. CONCLUSION

The findings indicate that HSBC dominates the banking industry with record profits, however the bank has reported increasing debts and this will not be helped by the current credit crisis in the US and the UK. As consumers become increasingly aware of the rising cost of living they are likely to shop around for the best interest rates and they are likely to find this on the internet with online mortgage and debt companies. Although the introduction of online banking has proved popular among HSBC customers, the company should ensure that extra security measures are in place that will guarantee maximum security of consumer data.

As HSBC is a multinational company and therefore people trust the brand and confidence that their finances are being well maintained, there are development opportunities for the future in destinations, such as Afghanistan and Brazil.

8. RECOMMENDATIONS

In order to rectify the shortcomings in its international strategy, the author of this report recommends that consideration be given to the following:

HSBC should seek to identify optimal investment packages and strategies

HSBC should expand its products and services to suit the various markets and the times.

HSBC should focus on driving growth of brands and improving performance by ensuring that their strategies create value and growth.

HSBC can stay ahead in competition by offering better services for its customers such as exceptional customer service, environmentally friendly policies including the HSBC Communities Policy which aids developing countries.

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