Basic Bank Ltd - term paper
Chapter -1
Introduction
1.1 Introduction of the Report:
Banking
in Bangladesh witnessed progress both quantitatively and qualitatively, during
last ten years. Due to implementation of financial sector reform programs,
which started in the year 1989, the supervision and control of Bangladesh Bank
(Central Bank of the country), has become more effective the economic
activities of the country increased and diversified. Due to technological
growth particularly in information technology sector, people’s expectations
from the banking sector have also increased. The existing banks were not able
to meet all these demands effectively as they were over burdened with stuck-up
loans in a prevailing default culture. In the backdrop of this scenario,
licenses were issued to ten new banks in the year 1999 and Basic Bank Limited
is one of these new third generation banks.
Assurance
means employees knowledge and courtesy and their ability to inspire trust and
confidence. This dimension is likely to be particularly important for services
that the customer perceives as involving high risk and they feel uncertain
about their ability to evacuate outcomes. In dimension ranking of assurance
Basic Bank is in 1st position scoring 4.25 which indicates this bank
is able to gain trust and confidence to the customer which is the key for
success of any organization. In the early stage of relationship, the consumer
may use tangible evidence to assess the assurance dimension. Visible evidence
of degrees, honors, awards and special certification may give a new customer
confidence in a professional service provider so overall this bank is able to
achieve all these things successfully.
In
is willingness to help customers and to provide prompt service. It is a very
important dimension but Basic Bank has its 5th position with the
score 3.59 which is so poor so this indicates that Basic Bank has failed to
provide perfect on time service and lacks in helping customer properly. This
com be improved by providing technical training on faster delivery of services
and through motivational training employers improve willingness to help
consumers. They can ever provide incentive for prompt service to employees.
1.2 “It story of Basic Bank Limited”:
Basic
Bank Limited was incorporated in May, 1999 with the registrar of joint stock
companies under the companies Act 1994, as a commercial bank in the private
sector. Now the bank has almost 60 branches in all over Bangladesh. The bank is
pledge-bound to serve the customers and the community with utmost dedication.
The prime focus is on efficiency, transparency, precision and motivation with
the spirit and conviction to excel as ‘Basic Bank’ in both value and image. The
name ‘Basic Bank’ is derived from the insight and long nourished feelings of
the promoters to reach out to the people of all walks of life and progress
together towards prosperity in a spirit of oneness.
1.3 Motto:
The
Bank will be a confluence of the following three interests:
Of the Bank: Profit Maximization and
Optimum Growth
Of the customer: Maximum Benefits and
Satisfaction
Of the customer: Maximization of
Welfare.
The
Bank will also cater to the new expectations of the customers. It will be a
customer’s-driven Bank.
1.4 Objectives:
§ Be
one of the best banks of banks of Bangladesh.
§ Achieves
excellence in customer services next to none and superior to all competitors.
§ Cater
to all differentiated of retail and wholesale customers.
§ Be
a high quality distributor of products and services.
§ Use
state-of-the art technology in all spheres of banking.
Specific
objectives:
The
specific focuses of the study are:
« To
find out the activities of credit management system.
« To
depict the procedures they follow for lending credit to the customers.
« To
critically analyze the performance of Asset product and liability product of
Basic Bank Limited of the last 6 month.
« To
describe the detailed operational procedure of SME loan along with their
associated benefits.
« To
identify customer’s level of satisfaction.
« To
explore the opportunities and competitive advantages that has been ignored by
Basic Bank
« To
present my suggestion to the bank from my observation.
Financial
objectives:
« To
achieve 20% return on shareholders’ equity or more, on average.
1.5 Methodology:
Primary
sources:
Major
sources of primary information have been collected through discussing with my
senior colleagues, manager operation, Jessore Branch, and credit in charge etc.
Secondary
sources
Sources
of secondary information are as follows:
Internal
sources:
« Bank’s
Annual Report
« Group
Business Principal
External
sources:
« Credit
manual of Basic Bank Ltd.
Chapter – 2
Conceptual
Issue
2.1
Vision and Mission:
Vision:
§ To
establish Basic Bank Limited as a role model in the Banking sector of
Bangladesh.
§ To
meet needs of our customers, provide fulfillment for our people and create
shareholder value.
Mission:
§ To
contently seek to better serve our customers.
§ Be
pro-active in fulfilling our social responsibilities.
§ To
review all business liner regularly and develop the best practices in the
industry.
§ Working
environment to be supportive of teamwork, enabling the Employees to perform to
the very best of their abilities.
2.2
Organization structure:
CHARMAN
BOARD OF DIRECTORS
Managing Director (CM)
Deputy Managing Director (DMD)
Senior Executive Vice President (SEVP)
Executive Vice President (EVP)
Senior Vice President (SVP)
Vice President (VP)
Senior Assistant Vice president (SAVP)
First Assistant Vice president (FAVP)
Assistant Vice president
Senior Principal Officer (SPO)
Principal Officer (PO)
Officer (O)
Junior Officer (JO)
Assistant Officer (AO)
Trainee Assistant Officer (TAO)
Figure 2.1:
Organizational structure of Basic Band limited.
2.3 SWOT Analysis:
2.3.1 Strength:
« The
bank opened three service centre located in the key areas, which may works as
unique selling points to pursue customers SME Loan.
« OBL
has a vast line of services; which can attract people of different segment of
the society.
2.3.2
Weakness:
« Basic
Bank Limited (BBL) currently don’t have any strong marketing Activities through
mass media e.g. Television.
« They
even don’t have any sales people who can sell their SME loan product.
« Competitor
gave more benefit and packages in proving SME Loan.
2.3.3
Opportunities:
« The
focal opportunity Basic Bank (BBL) should be its competitor’s vulnerabilities.
« To
propagate the line of customers the back win has to introduce tempting features
embedded with the project.
« Major
contract with big corporate houses as well as middle class people might be a
good market to exploit.
2.4
Product and service:
Basic
Bank Limited has offer a board array of innovative financial services specially
designed to much the specific requirement of the client ranging from large
corporate house, small and medium enterprise to private individuals. The team
of appropriate financing package making use of the Bank’s own resources and/or
organization loan to help the clients realize their short-term goals and
long-term aspirations.
2.5
Other service:
Apart
from deposit and advances, Basic Bank offers various other service including
remittances, investment services, fund management, financial advisory services,
will payment service etc. To serve the multidimensional purpose of its customer
other service of the Basic Bank are follows:
« School
Banking.
« Green
Banking.
« Mobile
Banking.
« SMS
Banking.
« On-line
Banking.
« ATM
Booth and SME Service Center,
« Cards
of Basic Bank:
§ Dual
Card (Two in one)
§ Debit
Card.
§ Credit
Card.
§ Pre-Paid
Card.
2.6
Overview of General Banking Department:
General
banking is one the main departments of any bank. To take any banking services,
one has to fulfill all the requirements of this department. General Banking
activities include opening of accounts, remitting funds receiving and paying
cash, collecting different instruments and payment against them, maintaining
accounts, preparing vouchers etc, A Branch of a commercial Bank performs these
entire functions. Basic Bank functions through the following departments:
a) Account
opening department.
b) Remittance
department.
c) Cash
department.
d) Accounts
department.
e) Clearing.
2.7
Working Experience:
« Account
opening
« Claque
Requisition
« Claque
Received and Issue
« Claque
Book Delivery
« Pay
order Issue
« Pay
order cancellation
« Clearing
claque received
« Claque
clearing
« Outward
clearing
« Inward
clearing
« Remittance
« Day-to-day
function of Accounting Department
2.8 Account opening:
Account
opening is the very first step towards any does have a specific department
where all kind of Account opening formalities are fulfilled. So prior to
everything we should clearly understand the formalities need to be fulfilled by
the applicant and the recess any documents/papers are to be submitted before
opening an account.
Chapter
– 3
Database
3.1 Overview of Basic Bank Limited:
Basic
Bank Limited was incorporated in May, 1999 with the registrar of joint stock
companies under the companies Act 1994, as a commercial bank in the private
sector. Now the bank has almost 60 branches in all over Bangladesh. The bank is
pledge-bound to serve the customers and the community with utmost dedication.
The prime focus is on efficiency, transparency, precision and motivation with
the spirit and conviction to excel as “Basic Bank” in both value and image.
The
name “Basic Bank” is derived from the insight and long nourished feelings of
the promoters to reach out to the people of all walks of life and progress together
towards prosperity in a spirit of oneness.
3.2 Target segments of SME
Financing:
|
S.L
|
Sector
|
|
1
|
Hospitals
and clinics
|
|
2
|
It
related business
|
|
3
|
Agricultural
and Agricultural Development items
|
|
4
|
Fishing
and fishing business promotion
|
|
5
|
Transportation
and communication
|
|
6
|
Forestry
and furniture
|
|
7
|
Constructions
business and housing development
|
|
8
|
Leather
marketing and leather goods
|
|
9
|
Knitwear
and readymade garments
|
|
10
|
Plastic
and other synthetics
|
|
11
|
Entertainment
|
|
12
|
Photography
|
|
13
|
Hotel
and Tourism
|
|
14
|
Warehouse
and container services
|
|
15
|
Printing
and packaging
|
3.3 Organizational structure of
Basic Bank Limited:
Manager S.M Show Kat Hussein FAVP
Credit and Foreign Trade Head GB Head Nilufor panna SPO
Md. Shorian Alam SO
|
Credit
Ridwan
urpez
SO
|
|
Credit
Rhidita
Tasnim
TAO
|
|
Foreign
Trade Shazad Nour
O
|
|
Foreign
Trade Nimmi Ahmed
JO
|
|
Loan Admin
B.M.Abdul Awal
JO
|
|
Accconts
Md.
Al-Amin
AO
|
|
Customer Service
K.
Nahar
JO
|
|
Customer
Service
Shazad
Nour
AO
|
|
Customer
Service
Prodip
Kumar
ARM
|
|
Head
Teller
Md.
Abdul Hai
Biswas
PO
|
|
Cash
Ummay
Salma
Shuvra
JO
|
|
Cash
Tania
Islam
AO
|
|
Cash
Md.
Shariar Al-Mamun
AO
|
|
Clearing
Md. Russel Rana
AO
|
3.4
Company Milestones:
Hallmarks
Dates:
« Memorandum
and Articles of Association signed by the sponsors may 4, 1999
« Incorporation
of the company May 12, 1999
« Certificate
of commencement of Business May 12, 1999
« License
issued by Bangladesh bank June 2, 1999
« Commencement
of business from the principal brindle, Dhaka July 14, 1999
« Sponsored
industrial and infrastructure development finance company limited (IIDFC) as
promoter shareholder June 25, 2001
« Floatation
of initial public offering (IPO): Publication of prospects June 29, 2003
subscription opened august 11, 2003 subscription classed August 12, 2003
« Lottery
held for allotment of oversubscribed shares August 31, 2003
« Trading
of shares at Chittagong stock exchange limited December 6, 2003
« Sponsors
shares acquisition of VANIK Bangladesh limited (now lank a bangle finance
limited) June 5, 2004
« Dividend
declared in the 5th AGM (first ever offer the IPO) June 7, 2004
« Purchased
471, 850 sponsor shares (FV: TK. 100) of the city Bank Limited between June and
December 2004.
« Commencement
of trading of the Bank’s shares in dematerialized from on central depository
system (CDBL) December 22, 2004
« Launched
Basic Bank master card (credit cards) July 14, 2005
« Installed
automated teller machines (ATM) July 14, 2006
« Inaugurated
its 50th Branch December 29, 2010
« Incorporation
of subsidiary company Basic securities limited May 4, 2011
« Chang
of face value and market lot of shares December 4, 2011
« New
CBS software (ORACLE’ Flex cube – 11.2) live operation January 1, 2012
Chapter – 4
Financial position of Basic Bank
limited
4.1
Income statement:
Income Statement
As of December 31, 2006
|
AT
|
2011
|
2012
|
2013
|
|
Total
operating revenue Total operating expense
Interest
Income
Financial
Cost
Non
Operating Expense
Earnings
Before Income Tax
Tax
Expense
Net
Earnings before Appropriation
Transfer
to tax stolidly reserve
Net
Earnings Available for
Appropriation
|
8778750
-469060
212503
-31130
-17643
4502461
1563384
2937077
-333766
260331
|
1396070
-67906
350964
-246358
-56166
68882265
2561500
4320765
-455845
3864920
|
19700695
-9676718
330660
-135776
-91085
10127776
3382300
6745476
-562020
6183450
|
4.2
Balance sheet:
Balance sheet
As of December 31, 2013
|
AT
|
2011
|
2012
|
2013
|
|
Total
Asset
Long
Term Liabilities
|
13253298
2791022
|
17263866
1735550
|
27006573
16668448
|
|
Total
Asset Liabilities
Total
Equity
|
7738924
5514375
|
8839073
8399458
|
13558352
13448221
|
4.3
Property and Assets:
|
Property
and Assets
|
2010
|
2011
|
2012
|
2013
|
|
Cash
in hand
|
3,798,731
|
1,119,488
|
8,95,544
|
2,2,31,411
|
|
Balance
with other Banks
|
132,46,59,716
|
129,53,11,555
|
131,06,92,097
|
1,70,73,26,718
|
|
Investment
loans and Advances
|
28,730,304,221
45,786,957,884
|
37,750,731,641
56,359,028,995
|
47,757,186,897
68,417,977,923
|
52,612,942,436
77,639,276,539
|
|
Fixed
assets (at cost less accumulated depreciation
|
1,163,268,845
|
1,222,283,438
|
1,379,656,418
|
1,385,864,651
|
|
Investment
property (at cost less accumulated depreciation.
|
|
111,558,215
|
108,540,014
|
104,236,476
|
|
Other
assets
|
5,791,712,934
|
6,265,224,923
|
6,422,009,079
|
6,989,404,848
|
|
Total
|
82,800,702,331
|
103,005,258,255
|
125,396,957,972
|
104,441,283,079
|
4.4
Capital and Liabilities:
Share
capital:
|
Authorized
|
3,500,000,000
|
3,500,000,000
|
3,500,000,000
|
3,500,000,000
|
|
Paid
up General and other reserve
|
358,000,000
6,078,437,278
|
523,949,300
6,219,533,668
|
547,689,200
6,815,290,863
|
571,163,300
7,301,082,417
|
|
Revolving
funds
|
|
|
|
|
|
Deposited
other funds
|
68,314,322,203
|
87,286,490,709
|
109,206,727,710
|
122,225,348,999
|
|
Borrowing
from bank and foreign institution
|
1,731,218,532
|
1,669,160,600
|
1,589,027,602
|
1,526,969,669
|
|
Other
liabilities
|
6,318,724,918
|
7,306,123,978
|
7,238,222,597
|
8,816,718,694
|
|
Profit
and loss account
|
|
|
|
|
|
Total
|
82,800,702,331
|
103,005,258,255
|
125,396,957,972
|
140,441,283,079
|
|
Contingent
liabilities
|
|
|
|
|
4.5.
Financial liabilities:
The
group initially recognizes financial liabilities on the transaction date at
which the group becomes a party to the contractual provisions of the liability.
Leases in terms of which the entity assumes substantially all the risks and
records of ownership are classified as finance leases. Upon initial recognition
the leased asset is measured at on amount equal to the lower of its fair value
and the present value of minimum lease payments. The discount rate used in
calculating the present value of the minimum lease payments in the interest
rate implicit in the lease , if this is practicable to determine, if not, the
lessee’s incremental borrowing rate is used.
4.6 financial liabilities:
The
total Equity Turnover = Net sales/Total Equity
|
Particulars
|
2011
|
2012
|
2013
|
|
Net
sales
|
19700695
|
12577199
|
8778750
|
|
Equity
|
13448221
|
8008393
|
5514375
|
|
Total
Equity Turnover
|
1.464929
|
1.5705022
|
1.591976
|
4.7
Net profit margin:
Net
profit margin = Net profit after Tax/Net sales
|
Particulars
|
2011
|
2012
|
2013
|
|
Net
profit after Tax
|
6183456
|
3864920
|
2603311
|
|
Net
sales
|
19700695
|
12577199
|
8778750
|
|
Net
profit margin
|
0.3187
|
0.296547
|
0.591976
|
4.8
Loan from financial institutions:
Cash
and trade unit provide a wide range of corporate fund management solutions for
the large, medium and small business enterprise. Our strategy is to provide
tailored comprehensive solution to the clients of this segment. We fixable and
customizable in terms of individual corporate requirement. Our services are
comprised of but not limited to.
Basic Bank Ltd. Monthly Update in
Taka: February 2014
|
S.L
No
|
Particulars
|
Million
Taka
|
||
|
1.0
|
Cumulative
Amount Disbursed Since Inception
|
8,43,810.55
|
||
|
2.0
|
Cumulative
Amount Repaid Since Inception
|
7,61,902.19
|
||
|
3.0
|
Amount
Disbursed this month
|
10,233.08
|
||
|
4.0
|
Amount Repaid
this month
|
9,365.80
|
||
|
5.0
|
Outstanding
Loan
|
|||
|
|
5.1
|
Basic
loan
|
71,705.94
|
|
|
|
5.2
|
Flexible
loan
|
7,090.92
|
|
|
|
5.3
|
Housing
loan
|
38.55
|
|
|
|
5.4
|
Education
loan
|
2,726.77
|
|
|
|
5.5
|
Other
loans
|
346.77
|
|
|
|
5.6
|
Total
|
81,908.36
97.08
|
|
|
6.0
|
Rate of
Recovery
|
|||
|
7.0
|
Total
Outstanding of Barrowers Missing 5 to 9 Consecutive Installment
|
|||
|
|
7.1
|
Basic
loan
|
547.13
|
|
|
|
7.2
|
Flexible
loan
|
1382.23
|
|
|
|
7.3
|
Total
|
1929.36
|
|
|
8.0
|
Overdue loan
|
|||
|
|
8.1
|
Basic
loan
|
1,113.02
694.17
|
|
|
|
8.2
|
Flexible
loan
|
||
|
|
8.3
|
Housing
loan
|
0.79
0.00
1807.98
|
|
|
|
8.4
|
Other
loans
|
||
|
|
8.5
|
Total
|
||
|
9.0
|
Microcenter
Pries Loan (Cumulative)
|
|||
|
|
9.1
|
No.
Of Microenterprises Loans
|
4.704,6.9
|
|
|
|
9.2
|
Amount
Disbursed
|
1,48,273.69
129,349.96
|
|
|
|
9.3
|
Amount
Repaid
|
||
|
16
|
Loan Insurance
|
|||
|
|
16.1
|
Balance
in Loan Insurance Savings
|
7,715.14
|
|
|
|
16.2
|
No.
of Deaths Among Insured Borrowers (Cumulative)
|
268,070
|
|
|
|
16.3
|
Amount
of Outstanding Principal and Interest of the Deceased Borrowers paid out from
Insurance Fund (Cumulative)
|
2,607.93
|
|
|
17
|
Higher
Education Loan (Cumulative)
|
|||
|
|
17.1
|
No.
of Female students
|
11,997
|
|
|
|
17.2
|
No.
of Male Students
|
39,817
|
|
|
|
17.3
|
Total
|
51,814
|
|
4.9
Investments:
The Band’s investment
increased during the year by TK. 4854 million and stood at TK. 12698 million as
at 31 December 2013.
|
Year
|
Investment
(USD in millions)
|
Cumulative
|
|
2007
|
10
|
59
|
|
2008
|
28
|
87
|
|
2009
|
23
|
110
|
|
2010
|
41
|
151
|
|
2011
|
46
|
197
|
|
2012
|
69
|
266
|
4.10
Loan & Advances and Deposits:
Loans
and Advances of the Bank grew strongly by 28% to 57683 million in 2012 Bills
purchased and discounted increased by 5% indicating strong growth in export
performance.
The
Bank’s deposits and the Customer deposits of the Bank grew by 29% & 29%
respectively in 2007. However, fixed deposits remained the main component of
deposits contributing about 26% of total deposits.
Figure: Yearly Increase
of Loan & Advances and Deposits
4.11
Profit and Loss Statement of Merchandise Banking:
The
popularity of Consumer Credit Scheme is increasing day by day. This product is
popular because bank can disburse this loan within a short time, with fewer
amounts and the loan is also easily recoverable. Keeping the popularity to
Consumer credit scheme in mind, most of banks are offering this product. So
competition is increasing day by day in CCS program.
4.12 Borrower’s income:
It
is the vital factor for selecting a borrower. To gather required information in
his regard, the borrower is requested to allow the credit officer to verify the
following subject matters:
§ Place
of employment
§ The
stated Salary
§ The
continuity of Existing job
§ Income
form part time employment
§ Spouse’s
income
§ Dividend
or interest
§ Children’s
support
Besides
these the credit officer also verifies borrower’s income from the TIN
certificate, tax return and salary statement etc.
4.12 Financial Highlights:
|
Particulars
|
2008
|
2009
|
2010
|
2011
|
2012
|
2013
|
|
Authorized
Capital
|
1200.00
|
1200.00
|
1200.00
|
3000.00
|
3000.00
|
3000.00
|
|
Paid
up Capital
|
639.53
|
799.14
|
999.27
|
1199.12
|
1498.90
|
1798.68
|
|
Deposits
(Base& Bank)
|
16285.19
|
22385.19
|
25087.43
|
33332.65
|
39348.00
|
49538.36
|
|
Loans&Advance
|
10755.95
|
17669.29
|
21857.05
|
26842.14
|
31877.86
|
41993.95
|
|
Import
|
20380.80
|
28325.20
|
33271.90
|
42442.80
|
40380.10
|
56528.80
|
|
Export
|
15250.60
|
17411.00
|
24108.57
|
34592.10
|
32670.10
|
43108.50
|
|
Remittance
|
474.00
|
671.30
|
679.10
|
2989.10
|
3510.40
|
4722.90
|
|
Net
Profit
|
215.91
|
312.58
|
386.83
|
494.22
|
540.50
|
615.88
|
6
Years One Bank Limited (BD in millions)
4.13 Analysis of the Current Ratio:
2013
Current ratio =
21201843963
20025090482
= 1.058: 1
Working:
Current
Assents = Cash + Balance with other Bank + money at call on short notice.
=
10.635.259.924+4.866.584.039+5,700,000,000
=21201843963
Current Liabilities = Bill payable + current deposits and other account
=
1009713973+1891537509
= 20025090482
4.14
Analysis of the Current Ratio: 2011
Current ratio =
= 0.087:1
Working:
Current
Assets = Cash + Balance with other Bank + money at call on short notice.
=
10,019,738,254+2.695.771132+1,400,000,000
= 14115509386
Current Liabilities = Bill payable +
current deposits and other account
=
1260980743+14854171528
=
1611151152271
Comment: This ratio
measures the ability of a company to pay current liabilities. Standard ratio is
2:1 and the actual ratio is 1.06:1 which is lower than standard ratio. So the
company’s financial position is not sound and its position in respect of
payment of its current liabilities is not satisfactory.
Chapter
– 5
Conclusion
& Recommendations
5.1
Recommendations:
The following
suggestions are put forward for present future sustainability of the AME of Basic Bank Limited:
Basic Bank
Limited should disburse their SME loans in various sector rather than specific
scheme. SME
loan sanctioning and disbursement procedure should be easy and flexible being
considered the requirements of different classes of people. Amount
of loan can be raised in proportion with the existing demand of people in SME
loan, SME loan can be popular among the small trader and lower income group
people like Basic Bank Limited DPS. OBL
credit policies can be revised being considered with the increase demand of
telecom, transportation, knit and packaging and plastic industry. Bottlenecks
or barriers should be removed by taking advanced steps in mode of disbursement,
charge documents and approval process.
5.2
Conclusion:
Basic Bank Limited is a
strong and effective player in the financial system. It is a solid,
forward-looking, modern local bank with a record of sound performance. It is a
new generation Bank. It is committed to provide high quality financial
services/products to contribute to the growth of GDP of the in detribalization,
boosting up export, creating employment opportunity for the educated youth,
rising standard of living of limited income group and overall sustainable
socio-economic development of the country. The bank has the vision to be the
best private Commercial Bank in Bangladesh in terms of efficiency, capital
adequacy, asset quality, sound management etc. It is now one of the top most
profitable private sector commercial Banks.
As concluding remark
the bank is able to attain a leading role with the 10 years success story but
to remain unrivalled among new generation banks, the banks must face new
challenges. The bank must make a positive attempt to be more outward looking in
their goals and aware of what is happening.
REFERENCES
·
Bangladesh Bank (2004). Prudential
Regulations for Consumer Financing.
·
Clark, T., Dick, A., Hirtle, B., Stiroh,
K., & Williams, R.(2007). The Role of retail in U.S Banking
·
Industry. Journal of Economic Policy
Review, 1-18.
·
Basic Bank Limited (2009). Annual
Report.
·
Basic Bank Limited (2006). Annual
Report.
·
Basic Bank Limited (2007). Annual
Report.
·
Basic Bank Limited (2008). Annual
Report. Retail Banking Credit Policy Manual.
·
Bangladesh Bank (2008), Managing Core
Risk in Banking: Credit Risk Management, Dhaka: Bangladesh Bank.
·
Principles of marketing-Philip Kotler
·
Import Policy- 2007-2009
·
International Trade Payment &
Foreign Exchange BIBM
·
Web-Sites:
·
http://www.
Basicbank.com.bd/index.jsp
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