CREDIT BANK OF PERU - BCP

CREDIT BANK OF PERU

I. GENERAL DESCRIPTION OF THE BUSINESS

Historical background

The Banco de Crédito del Perú (BCP) is a national bank owned

private, which has been around for 117 years, actively committed
with the development of the country, promoting banking and the fostering of
education, art, culture, and social support for the poorest sectors. The
BCP started out as Banco Italiano and began its activities in 1889,
founded by Italian merchants and Peruvian entrepreneurs. In 1941, it took its
actual name of Banco de Crédito del Perúwww.fundibeq.org(2006)

The BCP is the largest bank in the country and is part of the conglomerate.
local financial Credicorp. BCP offers a wide range of products and
banking services for individuals, small and medium-sized enterprises, and companies, as well as for

government entities, microfinance organizations, and international bodies. The

the company operates through four divisions, including wholesale banking,
retail banking and asset management. Its wholesale banking division covers the
operations of business, corporate, and institutional banking. Their services and
products include leasing, corporate financing, foreign trade and
services for companies. The bank also provides a number of services
retail banking such as mortgage loans, credit cards, products
savings, and products for SMEs including revolving credit, fixed credit,
leasing and financing of fixed assets. Their asset management solutions
they encompass trusts, custodial services, portfolio management
from investments to brokerage. The bank has a subsidiary in
Bolivia and branches in Miami, Florida (USA) and Panama.

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CREDIT BANK OF PERU - BCP

Structure and profile of the organization

The BCP has 8,361 collaborators distributed nationwide, of the
69% is in Lima and 31% is in the provinces. We manage
differentiated contract modalities based on the characteristics of the
positions, objectives and strategies of the. The BCP has defined a strategy
through which each department is responsible for managing its resources
humans. In this regard, we have a series of policies, regulations,
procedures and technological tools that facilitate decision-making.
This management includes topics such as vacations, scheduling and
goal tracking, time management, salary administration, among others.
The structure of the BCP is designed to be flexible in relation to the
market dynamics and customer requirements while being able to meet them
with the goals and ensure their leadership position. Thus identifies in their structure
units that perform line or execution functions and those for support or
support, organized by their scope of authority and hierarchy in the Directory,
Gerencia General, Gerencia General Adjunta, Gerencia Central, División, Área,
Service, Department, and Section (see figure P1.3). The guidelines
strategic of the Bank, the structure and functions of the Management and of the
Units, the Organizational Chart, as well as the criteria for managerial management of the
organization, are described in the Organization and Functions Manual which
It is reviewed by the Bank's Board at least once a year.
www.fundibeq.org(2006)

II. ORGANIZATIONAL STRUCTURE

We understand success as the result of the proper balance between management

of the people and the business. Thus, convinced that a more
intensive in people will make us a better company and better
employers, we have designed strategies to improve the levels of
satisfacción y commitment of our collaborators,
allowing them to achieve professional success within our organization. In
this context, interventions on different fronts such as
compensations, benefits, work-life balance, career opportunities and
work climate, among others, will translate into timely and efficient solutions
that will ultimately result in the success of our clients.

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CREDIT BANK OF PERU - BCP

(Manager of the Human Management and Development Division)

Culture and internal communication: We exceeded the corporate goal for climate
labor proposal for 2011 in five percentage points, and we
we found five percentage points above the SSC standard
Speaking Countries) used by Hay Group.

In 2011 it was decided that the employee climate survey would be conducted annually.

Wellness Management: At our Technological Innovation Center

Chorrillos, we have implemented new initiatives aimed at improving the
quality of life of our collaborators, such as a new code of
smart casual attire, flexible working hours, and a gym
that is open permanently.

The structure of the organization is developed to support the effective

efficient implementation of policy and strategy, in harmony with values and the
culture of the same.

Regarding the vision and mission of the BCP, the foundations of its strategy, it has
a suitable structure has been designed to meet the needs and
customer and market expectations, allowing you to meet the
objectives and with the promise of providing customers a banking experience
simple and efficient.

The BCP establishes the foundations of its organization in the definition of structure.
organizational, based on it, policies and strategies are developed.
suitable for its compliance and to carry them out, the organization is arranged
structure of the bank.

Of course, changes are made to the organizational structure of BCP.

necessary to permanently adapt it to the expectations of its clients and
of the market.

Proof of this is the creation in 2004 of the small business banking for
meet the needs of small business owners by creating products
like the business solution card and business credit, what was required
obviously training a the collaborators. Accordingestablish
to
www.fundibeq.org (2006)

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CREDIT BANK OF PERU - BCP

III. MANAGEMENT AND HUMAN DEVELOPMENT

Its mission is to be a strategic partner of the organization by providing

services and comprehensive consulting in the management of human resources, within
a climate that meets the expectations of professional and personal fulfillment
the collaborators. Their vision is to be recognized as a development center and
application of best practices in human capital management, which
contribute to having highly skilled and motivated personnel.
According to the BCP Annual Report (2011), "We understand success as the result of
adequate balance between people management and business management. Thus,
convinced that a more intensive focus on people will turn us into
in a better company and better employers, we have designed strategies
to improve levels of satisfaction, motivation, and commitment of our
collaborators, allowing them to achieve professional success within our
organization. In this context, interventions on different fronts such
such as compensation, benefits, work-life balance, opportunities for
career and work environment, among other things, will result in timely solutions and
efficient that will ultimately result in the success of our clients.
The BCP has 52% female employees, on the other hand it is a
a bank mostly made up of young people, with an average age less than
30 years old. The percentage of employees who have a permanent contract is
38%.

The BCP promotes the creation of associations, clubs, and integration spaces.
It has an Employees' Association, Ladies' Club Dopolavoro, the Club
Credits, among others, on the other hand, also promotes different activities.
sports and championships. There are various commemorative events,
Useful Vacations, Women's Day, Mother's Day, BCP Anniversary, Day
International Children's Day, BCP Family Lunch and Christmas.

MOTIVATION AND RECOGNITION

The Bank promotes the practice of behaviors aligned with our Culture, to
through formal and informal systems. Within formal systems,
it is worth mentioning the Recognition Program, through which one

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CREDIT BANK OF PERU - BCP

recognizes those collaborators whose behaviors reflect the values and

principles of BCP.
The objective of this program is to motivate and encourage all collaborators.
in the reiteration of positive behaviors and emphasize their identification and
contribution to the achievement of strategic objectives. It has four
partes: Sugerencias, Desempeño Destacado, Actitud Ejemplar y Qualitas.

Suggestions Performance Exemplary Attitude Quality

Highlighted
Promotes the Promotes the Recognizes and strengthens the Recognition to
initiative and compliance attitudes outstanding collaborators who
recognizes the of the service-oriented ones that stand out
goal capacity external and internal client. for their permanent
contribute corporate ideas These attitudes must be attitudes
innovative of demonstrate the identification of service
profit-oriented with the values dedication,
the y corporate efficiency and with responsibilities y
profitability, operational. principles of our disposition
efficiency y new a overcome the
quality of identity expectations delete
service. internal client y
external

According to the BCP annual report 2011, it states that: 'We understand success
as a result of the proper balance between the management of people and
business. Thus, convinced that a more intensive focus on people
it will make us a better company and better employers, we have designed
strategies to improve levels of satisfaction, motivation, and commitment
of our collaborators, enabling them to achieve professional success within
from our organization. In this context, interventions in the different
fronts such as compensation, benefits, work-life balance,
career opportunities and work environment, among others, will translate into

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CREDIT BANK OF PERU - BCP

timely and efficient solutions that will ultimately result in success of

our customers.

IV. ORGANIZATIONAL CULTURE OF BCP

The Organizational Culture of BCP is characterized by being oriented towards a style
horizontal and participatory management, which focuses on the development of people and
that allows the involvement of collaborators in an active way, a
multidirectional communication characterized by cordiality and warmth, a
a work style that promotes teamwork and recognition,
service quality based on the perception of the external and internal customer,
finding the balance between customer orientation and business orientation and
a relational and personalized banking based on clarity, transparency and
simplicity in prices and services. The main elements of its culture are
shown in figure P1.2www.fundibeq.org(2006)

Figure P1.2: mission, vision, and values

mission: serve the customer
to be a simple, transnational, profitable bank with highly trained personnel.
motivated
Corporate values
The client We owe it to our clients
Ethics We are an institution with integrity, with honest and responsible people.
Our people We have the best professionals, we encourage their development and
potential entrepreneur.
Innovation Continuous innovation to respond to the requirements of
market
BCP Promise: to provide our customers with a simple and efficient banking experience.
Principles: dedication, accessibility, and flexibility

Positioning

The BCP offers a highly efficient banking experience and this translates
in simple and suitable solutions for our clients.

We facilitate your financial and commercial activities thanks to a service

fast, accessible, and with clear answers, making your life easier.
We offer a simple and efficient banking experience.

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CREDIT BANK OF PERU - BCP

V. FINANCIAL MANAGEMENT OF BCP

In 2011, the BCP highlights its structural funding operations as it took place
the second issuance of corporate bonds 'benchmark size' carried out in
the international market for US$ 700 million (benchmark greater than US$ 500
millions) in March; funding operations with counterparts exclusively
Asian (syndicated and bilateral loans) for US$ 300 million; and
bond issuances in the local market for approximately US$ 200
millions.
Also, in September of the same year, the largest issuance was carried out.
subordinated bonds for US$ 350 million, along with the first operation of
liability management in which subordinated bonds issued in the year were exchanged
2006 for new bonds, bringing the total amount of subordinated bonds issued
in 2011 to US$ 476 million.
Therefore, both operations allowed BCP to be completely
suitable for the new capital requirements established by the
local regulators, in line with Basel III, which will come into effect in
July 2012.

Starting from 2011, the capital management process includes planning and
monitoring of the capitalization levels of the financial conglomerate
made up of the banking, insurance, and pension businesses of the group
Credicorp. A prudent and proactive management of capital at Credicorp allows
ensure that the group's growth plans are implemented while ensuring the
adequate capitalization of existing businesses. According to the report
annual 2011 of the BCP.1

Processes are systematically managed and improved.

The BCP has defined its key value creation processes and those of
supports these last ones are the ones that have a high impact on the correct
performance of the first in the development of the BCP management model and
that ensure the operational continuity and patrimonial stability of the bank.

1
BCPAnnual report (2011) Vision of Success.

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CREDIT BANK OF PERU - BCP

The processes have assigned responsible individuals in charge of defining and fulfilling.

with the performance requirements, indicators, and goals that allow for obtaining the
expected commercial results.

The management of BCP is aimed at increasing the ROE and net income of the
Organization to achieve it various methodologies models and applied
financial tools that allow for tracking the different
factors that affect the results the bank defines and ensures availability
of financial resources for the fulfillment of its strategies and policies to
through prioritization and allocation of necessary resources for execution of
the same ones that are done in the PPE.

The financial statements of BCP are prepared at the end of the annual exercise.
going through an analysis process that allows obtaining information
timely financial reporting to reflect the economic and financial situation and the outcome
of your management

Aware that the financial sustainability of the bank depends

strictly from the proper management of risks, there are tools and
processes to manage credit, country, market, and operational risks
according to www.fundibeq.org (2006)

According to the 2011 annual report of the BCP, it is stated that: 'Despite the difficult

international context, in the last three years, the BCP has increased its
capital in US$ 1.5 billion and raised medium and long-term funds for
more than US$ 3,000 million. Through the diversification of sources of
financing, from the use of more complex funding structures and from
with a growing base of investors, BCP seeks to have prudent management
and proactive management of capital and structural debt that allows for support to
our clients in their growth plans.

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CREDIT BANK OF PERU - BCP

VI. RISK MANAGEMENT

The BCP faces external risks mainly related to the current situation.
the country's economy and internal risks related to the inherent uncertainty
to the operations it performs, which can affect the expected outcome
of the Entity. In the case of the first type of risks, which includes factors such as
country risk, macroeconomic, exchange rate and devaluation, the BCP seeks to foresee the

probability of occurrence of the same. In contrast, for the second type of

risks, the proper understanding of them allows to establish a profile
of risk, associate a minimum return for each type of operation and assign
capital by type of business. Given that the sustainability of the Bank depends
primarily from the proper management of internal risks, the Bank has
classified and developed tools and processes to manage risks
market, credit, liquidity and operational.

Risk management policies are based on the following

main considerations:
Dissemination and promotion at all levels of a solid management culture
risks.
Effectiveness of risk management, which fundamentally depends on (i)
of suitable monitoring by the senior management of the institution; (ii)
the development, dissemination, and proper application of policy manuals,
relevant procedures and analytical tools; and (iii) of decision making
informed decisions regarding the risks taken and their implications.

On the other hand, the BCP continues to move forward with the Kuélap Project, which

primarily seeks to maintain risk management in line with the best

international practices, therefore this allows for the adoption of a
management dynamics that always optimize the risk-adjusted return.
In addition, the BCP has a Treasury Risk area, with the
objective of ensuring the healthy growth of the businesses managed by the
Treasury. Among the functions of this area, the measurement of
the risk-adjusted return of the trading desks with the

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CREDIT BANK OF PERU - BCP

purpose of including it in the performance measurement and in the payment of

incentives.2

Credit Risk Management

The BCP Board is responsible for approving the objectives, guidelines and
policies for risk management; the global and specific limits of
exposure to different types of risk and the mechanisms for implementation
of corrective actions, on the other hand this can entrust to the Committee of
Risks all the aforementioned faculties, therefore this Committee is
is going to be responsible for ensuring that the execution of the operations conforms to the

objectives, policies and procedures for risk management, thus

such as the global and specific limits of exposure to risk that may exist
Having been previously approved, this Risk Committee meets monthly.
The processes and tools used by the Bank of Credit of Peru for the
approval of credits, they assess the risks associated with the low availability or
impossibility of the counterparts to fulfill their contractual obligations
independently of the business areas. This approach is
composed of four stages: evaluation, monitoring, and control
recovery.
The Bank has a ratings system within the management process.
credit of Wholesale Banking clients. The system is based on the
probability of default estimation by customer and account with a
more rating bands (eleven vs. eight of the previous system).
In the case of loans to individuals and small and medium-sized enterprises, the evaluations are

they assess the client's assets, financial history, employment situation, among others
Other relevant aspects of the client's borrowing capacity.
Scoring is used for the admission and evaluation of credits, assigning a
certain probability that the operation will result in losses for the
Bank. This methodology was built on the basis of historical information.
from the operations of the Bank and is subject to reviews and updates
periodic. Equilibrium Risk Rating S.A. (2012)

2
BCPAnnual report (2011) Vision of Success.

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CREDIT BANK OF PERU - BCP

Prevention of Money Laundering and Terrorism Financing

The BCP has a Money Laundering Prevention Area, this has
policies developed based on the regulations issued in this regard by the
SBS, as well as for its corporate practices for detection of
unusual or suspicious transactions that may be related to
money laundering, established in the Money Laundering Prevention Manual
Assets.

The BCP has specific control procedures, including

institutional policies: "know your customer", "know your market"
know your employee and know your correspondent bank, controls
internals for the detection of unusual and suspicious operations, systems
information, staff training, and operational reports
suspicious, among others.

The monitoring of unusual transactions is mainly done through

i) SAS-AML application (anti-money laundering software) that generates alerts

automated based on predefined parameters, ii) mining models

data for detecting transactional behaviors related to
money laundering, iii) reports received from all BCP offices, iv)
journalistic news. These alerts are analyzed by the Compliance Area.
to identify unusual or suspicious operations that could be
related to money laundering, in order to communicate them to the Unit of
Financial Intelligence–FIU.

The BCP conducts training courses for staff on money laundering prevention.
of assets, on the other hand if it involves public or political figures it is carried out
a monitoring of the accounts of such clients. Equilibrium Rating Agency
Riesgo S.A. (2012)

Market and Liquidity Risk Management

The Bank separates market risk exposure into two groups: those
that arise from the fluctuation in the value of trading portfolios,
due to movements in market indicators or prices and those that

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CREDIT BANK OF PERU - BCP

changes arise in the structural position of portfolios that are not of

negotiation, due to movements in interest rates, prices and types of
change.
The risks of trading portfolios are monitored through
historical simulation techniques of Value at Risk (VaR), while the
portfolios that are not for trading are monitored using the technique of
Asset Liability Management (ALM).

For its part, to minimize liquidity risk, Management establishes limits.

about the minimum amount of funds available to cover potential withdrawals in
cash and above the minimum level of interbank loan facilities and
other types of loans that should be considered to cover levels of
unexpected withdrawals.

The procedure for lodging and controlling the defaults of the maturities and of
the interest rates on assets and liabilities are fundamental to the
management. Additionally, it has a liquidity contingency plan with the
end of facing a stress scenario generated by an important withdrawal from
funds. Equilibrium Risk Rating Agency S.A. (2012)

Operational Risk Management

Within the framework of SBS Resolution No. 006-2002 for management of
operational risk, the Bank has taken on the challenge of establishing strategies,
objectives, policies, and methodologies with the aim of identifying, quantifying and
follow up on the possible operational risks and thus reduce the
possibility of occurrence of unexpected potential losses resulting from
inadequate systems, administrative failures, defective controls, fraud
human error, legal issues or external events.
The Operational Risk Service belongs to the Administration Area
Risks, which manages operational risk based on three
main pillars: i) the proper assessment of present risk, ii) the risk
potential operational in new products and services and iii) management
of operational risk in the quality and timeliness of the services provided by
third parties.

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CREDIT BANK OF PERU - BCP

The compression and documentation of risks is carried out with each area in order to
to identify those processes within the bank and categorize them according to
impact and probability of occurrence, assigning them an internal nomenclature
that allows for a qualitative risk assessment. One of the main
activities of this service is the effort to generate a risk culture
operational in the other areas of the Bank.
Through Credicorp, BCP is listed on the Stock Exchange of
New York (NYSE), through the Bank's Audit Division
is working to comply with the guidelines of the Sarbanes-Oxley Act,
that establishes new standards for corporate accounting, which
they seek to increase confidence in financial reports. Equilibrium
Risk Classification S.A. (2012)

Delinquency in the BCP

According to the second quarter management report of 2012 from the BCP "it
it recorded a delinquency rate of 1.79%, higher than the 1.70% recorded at the close
from 1T12, and also above the 1.53% of 2T11." This encompasses the issue of
the quality of portfolio that the bank can offer to its clients on the other hand
it also includes loans, undoubtedly currently in August 2012 the
The banking delinquency rate in Peru increased by about 0.03 compared to the
previous month, establishing at 1.75%, we must understand that it is not a
alarm symptom, since unlike the level of Latin America that
set at 2.5% delinquency, we are not serious, but also not
let's forget that the main cause of the crisis is due to delinquency, therefore
we define that when things get tough in Peru, the delinquency
tends to rise. We believe that the BCP will aim to avoid adverse selection for
to have better quality of clients regarding delinquency, on the other hand the
clients must be aware that going into debt is good but always
that responsibility is taken at the payment time.

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CREDIT BANK OF PERU - BCP

VII. MONETARY POLICY

The starting point for how monetary policy is developed is to know

What is the current reference rate, currently 4.25%, and focus on how it is?
inflation.

According to the BCP, there is increasingly less need to flexibilize the

monetary policy this present year, that is why the projection of the
macroeconomic indicators are improving in the external environment is decreasing
the probability of risks occurring, that is why the BCP applies a
aggressive preventive expansionary monetary policy.

Furthermore, the main page of the BCP states: "In this way, in the rest of
this year, we expect a reduction in the reference interest rate of the BCR from
up to 50 basis points, although the need to implement it seems to be
ever smaller,” which leads us to the conclusion that production will increase.
of the country, generating more employment. From the management perspective
we reached the conclusion that these variables can be modified, but the
BCR regulates all these monitoring activities, and for the moment it indicates that it does not.

will make any change for the moment.

VIII. BCP STRATEGIES

Competitive advantages of BCP

Among the main skills and resources that differentiate BCP from its
potential competitors we found that BCP:
It is a financial entity that is recognized nationally and
international.
The mere brand BCP already indicates that it is a prestigious entity, of great
success and completely reliable for all consumers.
The innovation of its services is constant, moreover it launches new ones.
projects to thus increase their market share and
your placements.

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CREDIT BANK OF PERU - BCP

It has a great coverage, that is to say its number of offices, ATMs and
correspondent agents are strategically distributed at the level
national in order to stand out against the competition.
The BCP also has a large portfolio of very loyal clients,
thanks to the great trajectory over time of this bank.
It has a wide variety of services, in addition, BCP offers a
good treatment of their customers, providing a service of great efficiency and
quality, thus managing to reach a wide number of customers
through the recommendations they make.
The staff at BCP is highly qualified, motivated and
feels truly identified with the company.

After mentioning the competitive advantages of BCP, we can conclude

that this financial entity obtains value and profits through their
differentiation from its potential competitors, therefore this gives it
allows for maintaining a profitable relationship with its clients and having the
loyalty from these, on the other hand this company is always willing to innovate
its products and services, in addition to its long history strengthening its
prestige and the preference of its clients dazzling them with its quality
superior.

Comparative advantage of the BCP

Among the advantages that the BCP can use in the future and with which it can
to reinforce their competitive advantages we find:
The implementation of new and different training systems and
motivation for your staff, as they have direct contact with
the clients.
Accessibility to have more access and coverage in the
market, either through new acquisitions or through opening up
of new branches and offices.
The creation of new services and to be able to provide good service and
ease of handling for its loyal customers.

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BANK OF CREDIT OF PERU - BCP

Core competencies

The BCP is the largest bank in the country and is part of the conglomerate.
local financial Credicorp, that is why this consists of a very good
national reputation.
Having a highly qualified staff allows BCP
differentiating from the competition.
Great ease in the acquisition of new companies, since this allows him
allows reaching more customers and filling market niches in order to
to be able to differentiate from the competition.

5-YEAR STRATEGIES OF THE BCP

Among the actions that the BCP is currently planning to

achieve your goals we have:
Promote a transactional approach. By providing a service at a higher level, they will grow.

the transactional possibilities to facilitate financial management, both for

companies like individuals, thus generating a wide range of
operations through financial services, thereby positioning themselves in the market

as a financial franchise with sustainable and lower risk income.

The BCP could modify its processes such as the time of
waiting for the transactions of the clients on the other hand also
we found the different problems that arise in the system,
for which constant control must be maintained, as this implies
economic losses for the bank.
Seek innovative and more efficient channels that require low costs and
that in the coming years they double the number of retail outlets in the network

guaranteeing great profits, but without neglecting the channels

traditional ones such as (the Offices and the ATMs).
Constantly develop innovative and accessible products that
help achieve the growth and penetration of the bank in the market and
that not only meet the needs and expectations of their customers,
but also of their potential clients.

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CREDIT BANK OF PERU - BCP

Constant and diligent training for contact personnel

the client, in addition to being guided to provide solutions, suggestions and to
take the initiative since the staff is a key component for growth
future of the company.
Invest in the expansion of the bank's network either with human support and
technical, also the reinforcement of systems to minimize risks against
the growth of transaction volumes that is expected to be achieved and the
simplification of processes, the investment will reduce short-term profitability
short term (costs), but in the long or medium term it will increase.
Change is the first step to achieve the proposed goals, it is
therefore we believe that the BCP will opt for the change in two parts: for
on one side those that are aimed at the new procedures and on the other side
the new relationships with customers. Therefore, we will also impact
what other banks to its management always betting on innovation:

PROCESS INNOVATION RESULTS

INNOVATION CLOSED OPEN
CLOSED INNOVATION INNOVATION
CLOSED PUBLISH
OPEN INNOVATION INNOVATION OF
PRIVATE OPEN OPEN CODE

Open innovation has become one of the hottest topics in

the management of innovation. According to the chart, open innovation is a
rich concept, which can be implemented in many different ways. The
the dependence on the context of open innovation is one of the least topics
understood, which requires more research both in the environment
Internally as well as externally, they affect performance.
According to the ELSEVIER website (2012), it states: "The process of open innovation

it refers both to the transition towards open innovation, and the various
open innovation practices," which means that as they are
the more related and concentrated we are, the more quantitative variables we will have,

which will allow us to determine and identify their efficient process.

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CREDIT BANK OF PERU - BCP

That is why we understand that the BCP trends to follow in the

the coming years is to invest in an open investment, according tothe ELSEVIER website
(2012), mentions: The work shows that the innovation paradigm
Open is carried out over a three-phase process that includes
the stages of thawing, the movement, and institutionalization. By
in another part, it is observed that the changes through which it has been applied
open innovation involves four main dimensions, namely, networks,
organizational structures, evaluation processes, and management systems of
knowledge.

DIMENSIONS OF OPEN INNOVATION

Inside out

Outside in

Networks Un-cognition

Organizational structures Movement

Evaluation of the process Institutionalization

Tools for the case of Adoption process of

management for innovation open innovation
open

Focusing on human resource management for better satisfaction

from the client, the strategies to follow are:

Focus on the most frequent customers, providing them with more resources,
better quality.
Grant values to the entire bank customer portfolio, said
values will be recognized..

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CREDIT BANK OF PERU - BCP

Effectively communicate with your clients by exceeding their expectations

Periodically conduct surveys with customers to better utilize this.
valuable source of information for continuous improvement

LEADERSHIP PROPOSAL

Managerial Coaching

Authors such as Goleman (2000, 2002), Belasco (2001), and Hersey and Chevalier
(2001) and others propose coaching as a leadership style that facilitates
human and organizational learning. Belasco (200, p. xiii) dares to say
that 'coaching is intended to be the leadership method of the 21st Century.'
As indicated in Goleman's approach (2000), managerial coaching
It is a leadership style that allows for the development of people for the future, according to goals.

and skills that should be used to assist Human Resources in

improve their performance and develop long-term strengths. The
smart organizations today are focused on the development of people
because they understand that it is people who achieve the vision, the mission and
organizational goals which, guided by values, are those that define the
behavior of process and outcome indicators in companies.
In the general practice of coaching, there are three aspects that are definitely
fundamentals for change to occur, they are the relationship, pragmatism
and mutual learning (Action Group, Education and Consulting). The coach is
is interested in establishing a connection with their client (individual or team), which

both parties learn during the coaching relationship, and that this learning
it translates into specific results, as it is based on a continuous
feedback using work as a vehicle.
This makes it easier to focus on specific competencies and goals, making it easier for
the client thinks differently in challenging situations.
This leadership style promotes interaction between the manager and their
collaborators improve performance, based on the principle that each
each person and each team has their own resources to achieve their goals and that
there must be intentionality in the efforts to achieve such goals. For
Hello, the coaching process may include structured assessments,

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BANK OF CREDIT OF PERU - BCP

360-degree feedback, behavioral interview, inquiry process

"dynamic" (Goleman, 2002, p.271).
At the level of coaching processes, the author has found that the majority of
the managers who requested their coaching services had various
situations they wanted to resolve. Difficulties in balancing work
and family, personal, family or relationship problems caused a
loss of focus of the manager, affecting their ability to perform
of the required leadership. Likewise, the excessive managerial responsibilities
and the stress generated by the results-oriented approach affected relationships
family and partner. Through coaching, the coachee entered into a process
of reflection and visualization of a better way to balance work and life
personal and resolve their situations, thus avoiding the negative interference of a
part about the other.
For the manager as a coach to face their responsibility of
effective support of their collaborators and teams, must have
strong competencies in various areas of coaching activities. It has
Many approaches related to competencies have been found in the literature.
What a managerial coach should have (Gacutier and Vervisch, 2001; Dotlich and Cairo,
2002; Miendaner, 2000; Zeus and Skiffington, 2002; JK Smart, 2004; Fournies,
2000; Cook 2000; Nigro, 2003). Among them is the knowledge of the
company; understand the problem from the perspective of the requester
coaching; ability to support the coachee's goal setting and evaluate
the achievement of goals, knowing their strengths and areas for improvement, current situation

according to your point of view; working with the coachee in identifying possible
solutions; provide follow-up and support to the coachee and celebrate the
scope of the goals.
However, what many theorists have agreed on is that the manager
as a coach one must be a person truly committed both to the
people, teams, and the organization, in such a way that it guides their
efforts towards a comprehensive approach that facilitates the learning of all
parts.3

3
Ivonne Scott L (2007) Executive Coaching: A Proposal to Strengthen Leadership in
Organizations

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CREDIT BANK OF PERU - BCP

FINANCIAL PROPOSAL

Create spaces in your offices especially for people from the

foreigners who want to do business. As is the case we have
with China, with the Development Banks of China and the Bank of
China. The case to be made will give us many benefits such as
example: the demand for credits to do business with China
will significantly increase when the free trade agreement comes into effect
bilateral and we will have the opportunity to attract Chinese investment
that is in search of what we have in our country and,
we will help our exporters gain access to the
Chinese market, especially for small and medium-sized enterprises
(SME).
Capture this expansion that the country has in its economy and increase
the penetration of the financial system in the economic activity of the country,
this will bring us closer to the sustained growth that we all aspire to
the coming years.
Continue investing in refining and expanding the largest banking network
from the country, with an emphasis on the installation of more BCP Agents and ATMs

automated, and the number of Agencies.

Continue strengthening the necessary technological infrastructure to
to manage a network of channels that will continue to grow.
Build technological tools that help achieve greater
commercial effectiveness by increasing the efficiency of our
collaborators and provide the organization with increasingly more elements

sophisticated risk management.

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CREDIT BANK OF PERU - BCP

MARKETING PROPOSAL

MAX AND MARKETING MODEL TO IMPROVE COMPETITIVENESS

ON THE INTERNET OF COMMERCIAL BANKING.
Stage I: Business Analysis
The Commercial Bank must conduct an analysis of the banking situation.
commercial through the Internet to determine what the strengths are,
opportunities
Commercials from Peru.
Stage II: Foundations of Max E Marketing
Setting objectives and goals
In the development of the Max e Marketing Model, it is necessary to
establishment of objectives and goals, these should focus on strengthening
of the services provided by the Commercial Banking of Peru.
a) Invoicing
It is a complex operation that consists of an operation that requires
sending the invoice to the client and the subsequent payment of it.
The submission of the electronic invoice through the network avoids incurring costs.
to implement a process as it increases the cost of the product, and this
increase in price is passed on to the user. The use of the new service
will allow to reduce the costs of the financial service provided and facilitates the payment of
same. The invoice can be presented directly to the user through a
email message, or through the Institution's website
Banking.
b) The Smart Card
They are multifunction cards that incorporate a microprocessor,
they encompass information of the holder of different types. It contains a band
magnetic with information that determines its value. Within these fits
highlight the "digital wallet", whose mission is to replace the use of coins
and low denomination bills. For example, a calling card, which is
carrier of information, whose value decreases as it is consumed,
and in some cases enjoys the ability to be recharged.
c) The e-cash
It is electronic money, this is a software that the user acquires. The
the procedure to acquire electronic money begins with the installation of

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CREDIT BANK OF PERU - BCP

a software on the user's computer, which is responsible for requesting their

demand to the bank.
This message sent to the bank contains a request for money.
authorizes the bank to pay itself by debiting from its customers' accounts. The Bank
in view of the requirement, he approves it and proceeds to issue the electronic money,
that finally reaches the system user.
d) Video Kiosk
It is a remote banking model that consists of the use of a system
interactive, allowing the user to see and communicate with a bank manager at
through a webcam, video, and monitor. This system allows the execution of
online transactions. It also has a promising future due to its
capabilities to attract a high number of users, and their lower costs
of operation compared to those of traditional offices.
e) Home banking
It consists of a remote banking model that is linked to the development of the
cable television networks and the capacity for interactivity between the user
and the Banking Institution through the cable.
STAGE III: RESOURCES TO DEVELOP MAX E MARKETING
To implement the Max e Marketing Model, it is essential to have
with the following resources:
Specialized Human Resource in the Area
For the execution of the Max and Marketing Model in Commercial Banking, it is
it is necessary to have specialized personnel in the marketing area that has
technological knowledge as well as personal knowledge of
IT services that are provided professionally, that understand the industry of
the services provided by the institution, which are capable of solving problems
and concerns expressed by users, that show confidence in the
services they are offering that can provide solutions promptly and
responsibility, but the most important thing is that they meet the needs of
user.

Financial Resources
The Commercial Bank, for the execution of the Max and Marketing Model, must
to have the necessary financial resources for this execution since
this would be an investment and not an expense. Considering that with the results
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CREDIT BANK OF PERU - BCP

resources invested are recovered, likewise, at the moment of the

implementation of said model, they will need to have the suitable personnel,
advanced technology and resources necessary for the results to be
most anticipated.
Technological Resources
To implement the Max e Marketing Model, the Institutions
Banking institutions must possess advanced technology that enables them
to reach the necessary competitive level in order to increase its participation in
the market.
Considering the technological equipment that the institutions have
Banking can be used for the development of the strategies of the Model
of
Max and Marketing.
Among the technological resources needed by banking institutions
it can be mentioned:
Electronic Data Interchange (EDI)
Email (E-mail or Electronic Mail)
Electronic Funds Transfer (EFT)
Internet Applications (Web, News)
Voice Applications, Mailboxes
• Servers; File Transfer, Design and Manufacturing by
Computer,
Multimedia.
Their top-notch information team, as investment is made in these.
resources will make it easier for banking to reach excellence and serve better
efficiency as well as improving competitiveness.
STAGE IV
Network Marketing Strategy
Max's marketing strategies aim to create an advantage.
competitive; within the Model we develop, we have:
Banner Utilization Strategies
The Commercial Bank can use a modular animated advertisement that
insert on the website and allows to be clicked to access another page.
This strategy is very useful for having a presence on emblematic pages.
what has a greater flow of visitors; the main objective of this is that

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BANCO DE CREDITO DEL PERU - BCP

User, click the banner and access the full page of the Institution.
Banking.

RISK PROPOSAL

Management DE RISKS OPERATIONAL: PROPOSAL DE

COMBINED TOOLS
To design a comprehensive operational risk management system, it is
convenient, given the specificity of this category of uncertainties, to follow
a process that begins with conducting interviews with people
involved in the control systems and processes, in order to finalize the
objectives of risk management and determine the most relevant factors.
to consider.
The next step will be the development of a database that provides a response.
suitable to the information needs. The initial attempt will be to work on
based on internal data, difficult to collect in case of minor losses
frequent. In that case, it will be necessary to resort to external data, both from
public character as obtained through participation in data consortia
(ORX, Basel Consortium for Operational Risk, GOLD, MORE Exchange,
OpRisk Analytics' Op Risk Global Data, OpVantage). That database
will allow for the evaluation of the most significant operational risk events, and will be the
starting point for other analyses: statistical distributions, relationships
causals, monitoring of risk indicators, etc.
An internal database must include information regarding the quantity of
loss, where it has been reported, event description, type of
event
in which she was acknowledged, date of the end of the event, actions of
management undertaken, recovery (insurance and other mechanisms) and adjustments of
loss estimation (Akkizidis and Bouchereau, 2005). Daily should
capture the operational events, classified by their cause and with a level
of sufficient but not excessive breakdown, in terms of frequency and amount. A
Based on this information, it will be possible to make temporal comparisons.
(within a business unit) and between different units (offices, lines
of business, etc.).
In some cases, the recording of these losses will be relatively simple, when
It involves accounting data. Unfortunately, most of the risks
operational events correspond to non-accounting events. For all this, it is
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CREDIT BANK OF PERU - BCP

it is necessary to make a notable computer effort towards the design of a

support that standardizes data collection in a financial entity, both
from the central services as well as for the branch network. Once
Once the data is collected, it is advisable to design risk indicators, defined as
based on the above information, in order to reflect the exposure to risks of the
entity.
The combination of all of them will reveal the company's risk profile, when
desired level of breakdown, focusing attention on those activities
that require greater surveillance. The next step will be to design a framework of
balanced scorecard. The initial proposal by Kaplan and Norton (1992, 1996) includes
four perspectives for your consideration, trying to gain an advantage
competitive. To those traditional perspectives (financial, customers, processes
internals, and learning and growth) can be attributed to the non-inclusion of
risk indicators. Furthermore, as they are not restrictive, it is possible to design
other dimensions more in line with operational risk, established by
example, based on its causes, as Basel II considers.

HUMAN RESOURCES PROPOSAL

MENTORING
E-mentoring is an effective tool for better employee retention.
qualified and develop the one who has great potential. But one must know
use it correctly and beneficially. The author analyzes what it is and what it is for
It serves to conclude by making some recommendations on how to implement it.
develop it and optimize its use in an organization

DEVELOP A MENTORING PROGRAM

A process of this nature is divided into four distinct phases,
the following graph shows it:
START. ORIENTATION, CONSTRUCTION OF THE BASE
The preparation and a good start in the relationship between mentor and mentee,
within a mentoring process, it is vital. It is the most important phase, in this
the mentor has a greater role since the weight of the relationship at its beginning
it will depend quite a bit on him. The goal of this phase is to consolidate the relationship.

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CREDIT BANK OF PERU - BCP

During the first months, the mentor and the mentee must get to know each other.
build a relationship of trust. At this moment, both the supervised and
mentors get to know each other, explore the bonds between them, study and
they process the purpose of mentoring, they develop one's expectations
regarding the other, they set the objectives to be achieved and plan the sessions.
The interaction that takes place in this phase will lay the foundation for a relationship.

strong and beneficial.

Mentors find satisfaction in seeing young people with high potential
(wards) are continually seeking their advice.
While the mentees gain a sense of importance from the
attention that the mentor provides them.
Mentors are enthusiastic people about passing on their legacy of values and
perspectives towards the supervised, and they develop strong feelings of
admiration towards them.
DEVELOPMENT OR PERIOD OF THE MIDDLE
In this phase, mutual stability and satisfaction are developed. At this point,
Individuals are less idealistic about the relationship, they perceive each other,
another, in a more realistic way, and they make progress towards the objectives to be achieved.
Once the relationship is consolidated, the objectives to be reached are set and the design is made.

action plan, the mentee must take charge of the relationship and be proactive.
That is to say, he must maintain the relationship with the goal of learning everything that...

may your mentor and achieve the objectives set in the previous phase.
During the development phase, regular reviews empower the mentee.
so that they can learn and are given the opportunity to measure their progress and change it

direction, calendar, and unforeseen expectations, that is, it allows you to

flexibility.
SEPARATION. DISSOLUTION OF THE RELATIONSHIP
Once the ward has achieved the objectives they had set, it arrives
the completion of the mentoring program. Both the mentor and the mentee have
worked hard, investing time, effort, and energy. Now comes the phase in the
the mentee must talk to the mentor to set new objectives (within
a formal mentoring program cannot be arranged), or identify someone else.
with different skills and attributes to help you in the next phase of your
journey of learning.

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CREDIT BANK OF PERU - BCP

At this point, the formal relationship ends because the ward has fulfilled his
needs with the guidance and direction that the mentor has provided and,
consequently, the relationship no longer meets the needs of both. It is important
in this phase, the mentor should foster a less formal relationship to discuss
together with the ward how they wish to continue this relationship
REDEFINITION OF THE RELATIONSHIP

The relationship between mentor and mentee enters a new phase, both parties
they consider the other as an equal. They continue to have interaction, although
now in a more informal way. The new relationship is a strong friendship in the
the two people see each other as similar.
The mentor and the mentee decide if after the mentoring program they want to
to end your formal relationship to move to informal mentoring or continue
like two friends. The relationship has matured over time, the mentor and the
guardians become friends, or companions for many years, and even to
Sometimes for a lifetime. Each relationship is different as it involves two people.
with different backgrounds, styles, fears, interests, and ages.
Once a person has maintained a mentoring relationship, they cannot
expect the next one to be the same as the previous one. Each mentee learns
different things from each mentor and each mentee will receive different ones
teachings based on their needs
BENEFITS
The organization benefits because the staff that makes it up feels more
positive, participatory, and integrated. The performance, productivity, and
employee motivation increases and, consequently, there is a greater
attraction and retention of personnel. Therefore, the cost of training and development
It can be reduced because people learn in their own workplace.
If the result of the process is satisfactory, it can be extended to more.
people of the organization.
As a general rule, recruitment is often easier, as a process
these characteristics show the commitment that the organization has with
the people who are part of it. The most common and general benefits for the
organization are:
Improve the performance and productivity of mentors and mentees.
Enhance the organizational climate.4

4
MARÍA ROSA SOLER ANGLÉS (2005)

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CREDIT BANK OF PERU - BCP

IX. FUTURE SERVICES OF BCP

For BCP, innovating means making significant changes to improve its

products, services, their organizational processes, in order to generate greater
added value for the company. The BCP is not based only on experience
research units in development, but rather that it must be managed
so that it becomes part of the organizational culture and teamwork.
Among the services that BCP can provide in the future, we find:

The BCP could invent a new technological system that is capable of

streamline and adapt to the new operational requirements of the
clients when making their transactions.
Could you expand your activities related to the management of your
assets.
On the other hand, I could undertake a reengineering process in the processes.
operation to increase efficiency, the number of transactions
per customer and in this way reduce costs.
Review and initiate the corresponding changes regarding your system
distribution with the aim of providing speed and efficiency to its channels and giving
automated solutions for your transactional systems.
Try to employ a new, sophisticated risk management approach.
Providing services different from traditional ones, and in this way focusing
more on potential and real customers through the implementation of
a new form of service clusters as we will see below:

Value creation and appropriation process in service groups:

Value creation Value appropriation

Effects
collateral Service of
Grouping of selection of Advantage
decisions of company of competitive
entry or mechanism of sustainable
exit isolation
CREDIT BANK OF PERU - BCP

Network effects

SIDE EFFECTS (AGGLOMERATION OF ECONOMIES)

Concentrations Economies of Greater efficiency,

geographical specializations, productivity, and
companies and economies of activities
service institutions localization and diffusion innovative.
interconnected of knowledge

EFFECTS OF NETWORKS (NETWORK ECONOMIES)

Dynamics oriented to
management services of
relationships Implementations
again
services and the
Network creation innovation of
strategic between Utilization of resources and model to create
the companies of network capabilities and offer a
services. dynamics for co-creating greater value to
service-oriented towards client.
client.

This new form of service clusters is different from traditional groups.

work where the focus is mainly on costs,
production and distribution of channels.

We extend the research on service innovation, alliance networks and

industrial groupings to analyze the strategy and the creation process
of value and appropriation in service groups. Greater perceived value from the customer

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CREDIT BANK OF PERU - BCP

it is created and delivered by a network of companies dedicated to the dynamics of

conglomerate of value networks and service innovation. The theoretical framework
proposed and the innovation mechanism provide new perspectives
for companies located in service agglomerations to obtain and
maintain competitive advantages. It also offers a new perspective to
the policymakers to advance regional and global competitiveness.

Innovation is often described in terms of changes in what one

the company offers to the world (product/service innovation) and the ways it creates
and offers the offerings (process innovation). It could be said that this
the definition is insufficient, as it does not take into account two other areas where the

innovation is possible - market position and business models. Position

market refers to the situation in which a product is introduced
established / service produced by an established process for a new
context; here the innovation management challenge is related to issues
such as the behavior of technology adoption and transfer.
business model innovation refers to the situation in which a
reassessment of the current product/service, process, and results of the
market context in seeing the new challenges and opportunities and letting go of others.

Each of them poses challenges for the ways in which innovation is

organize and manage - what the capacity for long-term innovation management.
The article explores some of these challenges and also examines the issues.
additional challenges posed by disruptive innovation, beyond the
steady-state conditions of "doing what we do, but better" for a
new set of conditions in which 'doing different things from different'
ways" becomes the norm.

Researchers strongly suggest that the bank should:

 Assign more resources to improve the quality of the service offered to the
most frequent customer groups.
 According to Quinn & Humble (1993), the bridge of the current gaps of
physical education to fully satisfy and retain customers
in the era of those that are vital for business success

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BANK OF CREDIT OF PERU - BCP

 Develop the appropriate strategies to please the different

customer groups based on what they value and expect, in others
words, this is the way to enhance services and differentiate the
competitors' bank.
 Communicate effectively with your clients to pave the way for the
management and exceeding their expectations, according to Groth & Dye, (1999).

 Periodically conduct surveys with customers to better utilize this

valuable source of information for continuous improvement SQ Lin
& Jones, (1997), as required by the nature of financial services
Rose & Watkins, (1997).

National culture plays an important role in how customers are judged.

of the services provided or the company's efforts to meet the
needs and wants of customers as established by Zeithaml and Bitner,
New studies must be conducted to discover
how culture is so powerful, what kind of cultural elements have
magnified the impact on how customers perceive SQ in Vietnam
and how to use these factors to develop the best strategies
suitable to minimize the PE gap and maximize capacity
Banking in customer satisfaction.

Customers usually think that price is an indicator of the

quality. For example, one might think that the more you pay, the better it will be
service, as argued by Kangis and Passa, (1997). Thus, the price factor and its
Influences on CE should also be taken into consideration.

X. STRATEGIC PROCESS OF BCP.

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Bank of Credit of Peru - BCP

SWOT ANALYSIS OF BCP

INTERNAL FACTORS EXTERNAL FACTORS

Controllables Uncontrollables

STRENGTHS OPPORTUNITIES

It has highly qualified professionals. Creation of new alternatives

qualified. regarding the support channels.
They provide practical and quick solutions to Conduct research to be able to
the needs of the customers. create products that provide a
better comfort to the customer.

WEAKNESSES THREATS
Due to the large participation of
New arrival of Banks
market, the Quality of service, is seen
World Cups
affected by congestion in the
Attacks against sus networks
processes.
information privates.
Devaluation risk associated with the level of
dollarization of the portfolio

COMBINED SWOT ANALYSIS OF BCP

ANALYSIS OF PORTER'S FIVE FORCES OF BCP

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CREDIT BANK OF PERU - BCP

Currently, the financial system is diversified, as it is for

to meet the needs of consumers, there are several options such as
they are the banking institutions, the financial institutions and other companies and

public or private law institutions authorized by the SBS.

POTENTIAL COMPETITORS

All international banking such as:

Scotiabank Peru.

POWER OF POWER OF
NEGOTIATION OF THE Negotiation of the
SUPPLIERS CLIENTS
Rivalry of
SECTOR Retail clients:
Retail customers
BBVA Bank Financial create
Continental, Edpyme New Vision S.A.
Wholesale clients Bank of Commerce
Scotiabank Peru
Incasur Box
Interbank
Wholesale customers:
Companies and Institutions
BBVA Continental
Interbank

PRODUCTS / SERVICES
SUBSTITUTES
Bank of Commerce
Citibank
Inter-American Bank
HSBC
Ripley Bank, Flabella Bank
Municipal Savings Bank of Arequipa
Agricultural Bank

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CREDIT BANK OF PERU - BCP

SECTOR RIVALRY

The main banks in the banking system are: BCP, Scotiabank Peru
BBVA Continental Bank and Interbank, among which the credit bank has
the largest market share with 33%, according to the 2010 annual report
of BCP. These banks target the same types of clients and offer
similar services, which is why they are direct competitors of BCP.
Therefore, the rivalry of BCP is Moderately High, as it occurs
toughly due to the competition of interest rates and new products and to
despite the fact that the number of direct competitors is not large.

POTENTIAL COMPETITORS

In 2006 it was difficult to have a high return on equity, but in 2009 the
banks achieved an ROE above 23%, led by Banco
Continental that obtained 37.71% followed by Interbank, Mi Banco, Banco
Falabella, Banco Ripley, Banco de Crédito and Scotiabank, that is why the
growth of Peruvian banking activity and its profitability make more
attractive the Peruvian market for investors and therefore there will be more
international financial institutions interested in this market.
One of the barriers that the Peruvian financial system presents is the great
investment that needs to be made in capital either for infrastructure and
image, etc. Therefore, new banks when investing have to target
market niches because it would be difficult to compete with the large banks in Peru.
Merging is another way to enter the Peruvian market, as Scotiabank did.
when it merged with THE DEVELOPMENT BANK as established
Francisco Cerda (2009), on the other hand, the acquisitions of banking companies
they also help to obtain a larger product portfolio and thus be able to reach
more clients.
Therefore, we can conclude that economic stability and high profitability
the large banks make the threat of potential competitors
Sea media. On the other hand, the strong investment required makes it difficult to
access to compete in the sector.

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CREDIT BANK OF PERU - BCP

BARGAINING POWER OF CUSTOMERS

Natural persons, small businesses, large companies and the
institutions are the types of clients that turn to banks.
But if we classify them into Retail Clients (Natural persons and
Small Business Owners, provide low profit) and Wholesale Clients (Companies
the Institutions, yield a lot of profit), we will find that these different
groups have different characteristics and interests, therefore the bank
offers products and services according to their needs.
Among its main competitors in retail clients, we find
Edpyme Nueva Visión y Financiera Crear, Banco de Comercio, Caja Incasur
and its wholesale customer competitors, we found BBVA Continental and
Interbank.

SUBSTITUTE COMPETITORS

We found those financial entities that offer products and services

just like BCP for example credit cards, CTS accounts, for
saving or insurance, only that these cover more specific needs or of
tight budget. Among the entities of the non-Banking system,
we found:

Financial Companies: Banco Ripley, Banco Falabella

Municipal Boxes: Caja Arequipa
Rural Savings and Credit BoxesRural Box CAJASUR
Development Entities for Small and Micro Enterprises (EDPYME):
EdpymeNew Vision S.A.
Financial Leasing Companies: Agricultural Bank.
Agricultural Bank (AGROBANCO)

Therefore, we can conclude that the threat of entry of these entities

latent financial, however, it does not pose a significant threat to
the banks, since the clients who currently value solidity and security
from the Big Banks.

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CREDIT BANK OF PERU - BCP

BARGAINING POWER OF SUPPLIERS

Suppliers can exert bargaining power over those involved.
in an industrial sector threatening to raise prices or reduce quality of
the products or services. This is not the case for the BCP as it is a
a large financial entity can choose from several providers because this
acquires significant amounts of supplies such as paper, computers,
posters or cleaning staff.
The companies that offer these supplies are several in the market, so
his power is little or nothing.

BCP is an important client for its suppliers, and for this reason,
is closely linked to the industrial sector and the suppliers provide it the
products or services at reasonable prices.
The suppliers offer the bank important products for its
functioning but not for this reason increased the power of the supplier since
the BCP acquires a significant portion of its production.
The BCP acquires supplies from suppliers that can be easily obtained.
That is to say, there will not be many costs when changing suppliers, but it also has
services that are acquired that are not so easy to obtain elsewhere
suppliers such as machinery or software, these products or services are so
differentiated that they can exercise a certain power for the BCP.
Another important aspect is that it is very difficult for BCP providers.
make a forward integration since a lot of capital is needed
specialization to do it.

After analyzing Porter's five forces, we can conclude that the

The banking system has managed to maintain its stability despite the crisis.
international finance and the effects it has had on the economy.
The Multiple Banking represents an attractive sector of the Financial System, without
embargo for being a business that operates directly with the budget of the
citizens of the country, it is quite delicate to remain in the market,
that the profitability of each bank also means economic stability and
good investments from people. It's a business that involves a lot of
transparency and a precise and efficient management of operations, but
overcoat of responsibility and commitment to the client. That is why the

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CREDIT BANK OF PERU - BCP

Sector regulators are always monitoring and supervising every activity,

business proposals and decisions.

PESTEC ANALYSIS OF BCP

a) Political, governmental and legal analysis:

Present a program of prevention of money laundering and of

financing of terrorism, where the bank establishes: 'This system
includes the institutional policies: 'know your customer', 'know your'
market
the same that are mandatory for all collaborators of the
organization.” Which seems very accurate and necessary to us but on the other hand
also contributes to customer protection.

The BCP has maintained an autonomous and authentic profile to this day.
sense of

b) Economic-financial analysis

According to this, until June 30 of this year, the net profit of the bank
reached 746.2 million soles, which is a figure that was surpassed by
comparison of what was recorded in the same period of 2011, this is
due to the higher interest rates obtained and credit commissions.

On the other hand, BCP is presented as the leader in the financial system.
Peruvian, which is a sign of having a better positioning in the market at
difference from its competitors.

Undoubtedly, BCP has a quality portfolio with high protection.

that is why we believe that your information system is secure in such a way that
projects confidence. This arises from the fact that the BCP, when granting a loan to
a natural person, they first analyze the applicant's history, they use the
"scoring" where a probability of the operation is estimated.

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CREDIT BANK OF PERU - BCP

c) Social analysis.

ElBCP mentions: “we value your opinion and encourage activities of

constant improvement that you can perceive and value, thanks to the great work in
team that our collaborators make, striving day by day to continue
maintaining your preference," which is a sign of giving trust to its clients
with values already established throughout its hierarchy, to create relationships

credentials with the clients.

The bank mentions: "to improve our services, we established the National Network"
of Tele Process, which by the end of 1988 connected almost all the offices in the country
with the central computer of Lima; likewise, we created the Current Account and
National Savings Account, and we installed an extensive network of ATMs
automatics
be part of technology and the safety of your money, which upon capturing the
greater public interest will increase the bank's liquidity.

In addition, the social objective of the BCP is to promote the development of activities.
commercial and productive activities of the country, with the different types of loans.

d) Technological analysis

The bank precisely establishes the various services it offers,

providing not only new funding trends but also to each
every step taken corresponds to the measure of trust security.
consequently uses innovation in every product and/or service it provides, it
it also identifies why its product line is constantly expanding,
improving it or filling it in, avoiding copying the same services already
established.

e) Environmental analysis:

The bank mentions: "to create a business awareness about the importance of
environmental care under the application of the concept "More Production
"Clean," which seems to us a measure of reinforcement and control in their processes.
where it guarantees a better environment.

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BANK OF CREDIT OF PERU - BCP

f) Cultural analysis:

The bank is committed to social responsibility and therefore is

directed towards culture, where through commitments with the
universities provide certain informational talks, cooperation agreements,
etc. In this way, it not only ensures the growth of your institution but also makes
grow in their environment, focusing on the dissemination of knowledge.

In addition, the BCP has been focusing on programs for the last 10 years.
educational to provide better school education.

Therefore, we can conclude that the financial sector in Peru has

a lot of development potential regarding banking in provinces
and the SME sector, so efforts must be made to understand their
behavior due to the fact that managing this is almost impossible as well
that the financial sector globally. Formats should be exploited.
simpler y reduced, since they are preferred by the
microentrepreneurs, as well as personalized attention and advice.

MEFE ANALYSIS OF BCP

External Factor Evaluation Matrix (EFE)

EXTERNAL KEY VARIABLE WEIGHTING CLASSIFICATION RESULT

POND.
1.-Situation Threat 0.10 1 0.10
negative economic
from the country

2.-Advisory Opportunity 0.10 3 0.30

specialized in d
the SBS and others

entities.
3.-Appearance of new Threats 0.10 1 0.10
competitors in the
market.

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CREDIT BANK OF PERU - BCP

4.-Lack of advertising. Threat 0.05 2 0.10

5.-Leader in the Opportunity 0.15 4 0.60

market. d

6.-Lack of coverage. Threat 0.10 2 0.20

7.-Good attention to Opportunity 0.10 4 0.40

client. d
8.-Pirates of Threat 0.05 2 0.10
projects, product
others.
9.-Attacks against their Threat 0.05 2 0.10
private networks of

information
10.-Growth of Opportunity 0.05 2
the placements d 0.10
11.-Work in Opportunity 0.05 2
produce new d 0.10
products for the
clients.
12.-Encourage a good Opportunity 0.05 2
work environment. d 0.10
13.-Promote the use Opportunity 0.05 2
from the bank d 0.10
electronics
TOTAL 1.0
2.40

A major threat (1)

A minor threat (2)
A minor opportunity (3)
An important opportunity (4)

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CREDIT BANK OF PERU - BCP

The result of this matrix, which has a result of 2.40, gives us an idea
of the external factor and it is favorable since it is greater than 2.50 which means
that the threats are being set aside to focus on the
opportunities we have and exploit them as much as possible for the company
Financial institution is in a good position in the market.

Internal Factor Evaluation Matrix IFEM

FACTORS WEIGHT VARIABLE CLASSIFICATION RESULTS

INTERNOS N POND.
KEY
1.-Lack of Weakness 0.05 1 0.05
communication
n.
2.-Escape of Weakness 0.10 1 0.10
responsibility
ad.
3.-Division of Weakness 0.15 2 0.30
work.

4.-Personal Weakness 0.05 1 0.05

not motivated.
5.-Personal Fortress 0.10 4 0.40
with
experience.
6.- Fortress 0.10 3 0.30
Opportunity
of
growth.
7.-Leadership Fortress 0.05 4 0.20
situational
8.-Trust Fortress 0.10 4 0.40
in the
personal
9.- Years of Fortress 0.10 4 0.40
experience
10.-Pioneers Fortress 0.10 4 0.40
in the

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CREDIT BANK OF PERU - BCP

launch
of products
and services
11.-Great Weakness 0.10 1 0.1
competitiveness 0
d
TOTAL 1.0 2.70

An important weakness (1)

A minor weakness (2)
A minor fortress (3)
An important fortress (4)

The result of this matrix, which has a result of 2.70, gives us an idea.
of the internal factor and it is favorable since it is greater than 2.50 which means that
the strengths are growing but slowly and the weaknesses are
Enhanced. The best thing will be to leverage those strengths and eradicate the weaknesses.

as quickly as possible for the financial company to be in a good position

place in the market.

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CREDIT BANK OF PERU - BCP

ANALYSIS OF THE BCP BALANCED SCORECARD

Perspective Collocations Growth of Expense Control

financial gross profitability

Perspective Systems De-identification of Development of a

client improvement problems in the internal flowchart
delay. customer service
client
Perspective Growth of Management of Management del
internal portfolio capital process
Monitoring of Expansion of
Wholesale banking levels of risks
capitalization operational
Retail banking Identify Index of
scenarios efficiency

Perspective Management of internal culture Motivation y

resources talent recognition
humans Involvement Programs of
of the recognition personnel.
active form
Communication Motivate for the
multidirectional identification y
contribution of
personal.

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CREDIT BANK OF PERU - BCP

XI. CONCLUSIONS

The rivalry in the Peruvian banking sector is very high as being

a perfectly competitive market, where the customer is the one
has negotiating power. Currently, BCP is looking for
ways to differentiate oneself from others to survive and continue being a leader
in the Peruvian market. Its advantage lies in the quality of service and the
trust that provides to clients, where the attention is personalized.
The BCP has the necessary tools to face the
new competitors since as their popularity, being a market
Peruvians can influence the decision of Peruvians, they must
being accompanied by offering products and services at reasonable prices.
It is important to mention that interest rates should be used.
adequate and competitive to maintain market share. It is
It is important to mention that the client values the security of the
operations.
BCP must focus on certain points to maintain its
positioning: increase security for clients, thanks to the
transparency in the standards or reports they provide. Maintain the
personalized service, innovating in customer proximity, always
visit them so that the client perceives the salesperson as their friend.
Currently, Peru represents a favorable environment for BCP.
can continue to penetrate and develop the brand at a national level. The BCP
has the highest share in relation to wage payments at the level
national, surpassing 50% of the market. But with the new regulation, in
where the worker can decide where they want to receive their salary,
constitutes a threat as it must establish a strategy to
keeping customers who receive their salary at the bank and
It must also prepare to attack the other banks.
The main competitive advantage of BCP lies in its financial solidity.
it can be confirmed in the position as the leader in the financial sector
national and is focused on customer service excellence and the
development of your work team.

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CREDIT BANK OF PERU - BCP

We must understand that delinquency is a long-term difficulty, and

In order to monitor it, it is necessary to determine through indicators.
the causes of this delinquency, GDP, having such information the BCP
it can regulate and improve the quality of its portfolios, as well as in each
type of credit requested.
The bank must consider improving its operations by analyzing its
debt capacity, through estimates (level of
activity, economic growth, regional diversification
In the last 5 years, monetary policy it has been expansive,
keeping inflation within the allowed range

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CREDIT BANK OF PERU - BCP

ANNEXES

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CREDIT BANK OF PERU - BCP

Benefits of the BCP for its collaborators

Financial Doctors Various
Alternative Family Medical Plan: Plan Telephony
Red 1 at S/.29.00. cellphone
RPM
Important changes Inclusion of the pharmacy chain Watch
Inkafarma within the Health Insurance
Nationally familiar
Improvement in the flow of Improvement of coverage Insurance of
attention to requests Basics of Life Insurance Law cars
of credit
Flexibilization of the Natural death: From 16 to 20 salaries Campaign
credit guidelines that were Technological
coordinated among the areas a
of Marketing, Risks Computed
Personal Banking and Management ras
and Human Development
Accidental death: From 32 to 40 salaries at Gold's Gym
Sport Life
Improvement in care of Total and permanent disability due to Conversion
credit inquiries by accident: From 32 to 40 salaries of
middle of the line of vehicles to
Consult Guild 94 system
dual
gasoline/GL
P
Credit Card First Aid Course (Orus Training
from the first aid brigade)
Upgrade of cards from Oncomedic (Cancer insurance) with The
credit a monthly fee of US$3.62 per Trade
person
Balance Transfer (purchase Preventive program for Useful affiliates
from debt at 0% rate) (Clinical, Gynecological Examination) schoolchildren

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CREDIT BANK OF PERU - BCP

revolving up to 36 months urine, Cholesterol, Triglycerides,

to pay Glucose, Prostate Antigen, of
Preferred currency: in Chest X-ray, Ophthalmological and Holidays
both currencies, Dental) and non-affiliated (Examination useful
revolving up to 36 months clinical, Chest X-ray,
to pay Ophthalmological in Lima and

Reduction of the rate of Dental in Lima Sitel -

consumption for the cards Telephony
personal credit with
contract
Mortgage Credit Occupational risk assessment
in Process Service of
Financial Administration (SPAF) and
Information Process Services
Reduction of income (SPIN), which seeks well-being
minimum family gross of ergonomic of the collaborators
US$ 1,000 to US$ 400 for
to be able to access credit
mortgage
Reduction of rates for Implementation of the management system
mortgage loans of food security for the
in soles cafeterias to improve the process
food and the quality of
Credit Migration the food applying the agreement of
dollar mortgages to minimum service levels
soles established
Cash Credit
Free credit
availability at rate
preferential (soles and
dollars)
Vehicle Credit
Preferential rate according to

campaign

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Bank of Credit of Peru - BCP

XII. REFERENCES

www.fundibeq.org(2006) BANK OF CREDIT OF PERU (BCP) 15

of April, page 2
Equilibrium Risk Classification S.A. (2012) CREDIT BANK
FROM PERU–BCP, SEPTEMBER 24, PAGE 8
Management and Human Development (2006). 3 RELATIONS OF TRUST
BCP, Page 60
The provided text is a URL and does not contain translatable content.
orp2006/3part1.pdf
BCP Annual Report (2011) Vision of Success, p. 64 Division Manager
of Management and Human Development
Business News Americas (2009) Banco de Crédito del Perú S.A.
Francisco Cerda (2009)Scotiabank merger with the Development Bank:
example of a poor management of the 'spirit'11/03/2009 at 12:59
BCP Quarterly Report (2012) BANK OF CREDIT OF PERU
BCP PAGE (WWW.BCP.COM)
MANAGEMENT REPORT - SECOND QUARTER OF 2012
The provided text does not contain translatable content.
al/2011/2T12BCP.pdf)
The international diary (2007) The rich of Peru - Sunday, August 5
http://www.emeraldinsight.com/journals.htm?articleid=842845&show=ht
ml/

Cristina Gutiérrez López and José Miguel Fernández Fernández (2007)

METHODS FOR MANAGING OPERATIONAL RISKS IN
FINANCIAL ENTITIES: A COMBINED APPROACH
Invalid URL provided. No text to translate.
eracionales.pdf

Technovation volume 32, numbers 7-8, July-August 2012

pages 430-439
http://www.freepatentsonline.com/article/Journal-International-Business-
Research/204310664.html

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CREDIT BANK OF PERU - BCP

MARÍA ROSA SOLER ANGLÉS (2005) THE MENTORING AS

TOOL FOR MOTIVATION AND TALENT RETENTION
Elsevier (2012) Technovation - The International Journal of
Technological Innovation, Entrepreneurship and Technology
Management November 12.
Ivonne Scott L (2007) Executive Coaching: A Proposal for
Strengthening Leadership in Organizations
Unable to access the provided URL to translate the content.
www.bvl.com.pe
www.viabcp.com.pe
Invalid URL provided, unable to translate.
allery/methodology/learn/reports/Premio2006-BCP.pdf

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