Rethinking the Portuguese banking sector in a post-crisis context

As the financial crisis hit the Portuguese banks, the profitability of the whole sector squeezed to historical minimums. Reinventing the banking business model in the post-crisis context is an overriding issue to achieve sustainable profits and a low cost-to-income ratio. We propose banks to adopt a true multichannel approach, proceeding to a branch network reformatting and a relocation of services to online channels; adopt a true customer-centric approach and reduce the product and services portfolio complexity; finally, industrialize operations and rationalize the structure. With these measures in place, Portuguese banks will become leaner and more efficient, aspiring to a cost-to-income ratio below 45%.

Innovative methods for assessing viability of diversification into new markets : a study based on an engineering consultancy

This study resulted in the development of a decision making tool for engineering consultancies looking to diversify into new markets. It reviewed existing decision tools used by contractor's entering new markets to develop a bespoke tool for engineering consultants to establish more rigor around the decision making process rather than rely purely on the intuition of company executives. The tool can be used for developing medium and long term company strategies or as a quick and efficient way to assess the viability of new market opportunities when they arise. A combination of Delphi and Analytical Hierarchy Process was selected as the basis of the decision theory.

Primera Reservoir Ltd. strategic position analysis

The purpose of this work is to understand the internal and external structure in which the company operates to provide an idea of the strategic actions needed to accomplish their organizational objectives. A strategic software was employed to build up phase one and phase two, phase one involved analysing internal and external factors that influence the company, comprehending their core competences, factors that influence the market and identification of strengths and weaknesses. Phase two consisted on providing an idea of their real competitive position and the suggestion of a development strategy, given the possible limitations in the external factors, the company should carefully analyse some of the opportunities present in the industry overseas to continue to develop their business and increase its profitability. Furthermore, a source of competitive advantage was found in their outbound logistics which could serve a differentiator between their competitors.