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I am thankful to Allah Almighty who gives everyone the knowledge. He is who taught man and
created from clot.
I also feel proud to have the Parents with whose prayers and efforts I am here and getting
education in Pakistans reputed institute Allama Iqbal Open University .
So I am very thankful to them.
A special thank to Marketing Teacher who has put his heartily efforts to make good understanding
of the su!ect in a very interesting way.
In carrying out the pro!ect and getting the necessary information I am helped y ABL whole staff .
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I am pleased to present my final pro!ect to the most respected dignitaries of the Allama
I#al $pen %niversity& Islamaad. In this pro!ect I have tried to e'plain all the aspects of (Allied
)ank *td+ started with an introduction to its environment and scope of its activities.
In this report& I am discussing the operations of A)*. I have e'plained a rief history of
A)* with the anks operational structure and services of A)*.
I have also tried to turn the attention of the readers towards the functions& policies& practices
and styles of field of activities of the ank. I have e'plained these activities& which include deposit&
cash dealing& credit and remittance that I have oserved during my tenure in that ank.
,oday is the era of marketing world where relationship matter more than the product. In
addition& -A./0,I12 is very important in making an organi3ation. $rgani3ations have een
using their departments in carrying out the policies and procedures set y the management. In order
to address the challenges of -$40.1 )%SSI10SS era& the organi3ations use their all
departments as a tool. Also to cater the needs of employees& to make them successful in the
organi3ation and to enhance the capailities of the organi3ations and also to get ma'imum output
from the workers and the team memers. All departments have helped the organi3ations in their
success very much.
In the last part of the report& I have tried to put some useful recommendations for the
etterment of the anks activities according to my study.
,his pro!ect is an effort to investigate 5 evaluate the -A./00,I12 P.$60SS of Allied
)ank.
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Allama I#al $pen %niversitys -AS,0. I1 )%SI10SS A4-I1IS,.A,I$1 8-.).A9
P.$2.A- is also designed that a student after having passed 1: su!ects of -)A 5 2; su!ects
of -)A. It have to prepare 5 sumit internship report to %niversitys main campus at Islamaad.
In order to fulfill the degree re#uirement this report has een prepared y me. In this report& I have
mentioned my practical e'perience& which I had to face 5 oserved during my whole internship
period.
I have tried my level est to present you asolutely true picture of the studied organi3ation.
It has een tried that no function of -arketing e neglected on my part. I hope this report will e up
to the mark of the %niversitys Standards.
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!APT"# $O% &
Ob'ectives of (t)*ying the Organi+ation
,he asic o!ective of studying the organi3ation was to get the application of the theoretical
knowledge. However the following can e important o!ective in this regard.
<irst& the asic o!ective is to know practical application of theoretical knowledge& i.e. to
see how theory is implemented in organi3ations to prepare the report
,o e aware of the organi3ational environment oth internal 5 e'ternal
,o gather information regarding organi3ational hierarchy i.e. how the management stands in
the company.
,he o!ective was to know how the different departments are integrated to each other within
the organi3ation 5 prove the helpful 5 winning cominations for the organi3ations.
In the last& to e aware of the working environment in which employees performs there
functions whether they elong to laor& clerical or managerial level.
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!APT"# $O% ,
Intro*)ction to the organi+ation
,o provide value added services to our customers
,o provide high tech innovative solutions to meet customers re#uirements
,o create sustainale value through -A./0,I12 growth& efficiency and diversity for all
stakeholders
,o provide a challenging work environment and reward dedicated team memers
according to their ailities and performance
,o play a proactive role in contriuting towards the society
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Integrity
0'cellence in Service
High Performance
Innovation and 2rowth
,o ecome a dynamic and efficient ank providing integrated solutions in order to e the first
choice ank for the customers
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!APT"# $O% -
O."#.I"/ O0 T!" O#1A$I2ATIO$
Corporate Information
Board of Directors
Mohammad Naeem Mukhtar (Chairman)
Sheikh Mukhtar Ahmad
Muhammad Waseem Mukhtar
Abdul Aziz Khan
Mubashir A. Akhtar
Pervaiz Ibal !utt
A. Akbar Shari"zada
Sheikh #alees Ahmed
Khalid A. Sher$ani
Audit Committee of Board
Mubashir A. Akhtar (Chairman)
Pervaiz Ibal !utt
A. Akbar Shari"zada
MARKEETING & Remuneration Committee
Abdul Aziz Khan (Chairman)
Muhammad Waseem Mukhtar
Pervaiz Ibal !utt
Khalid A. Sher$ani
Company Secretary
Muhammad %a&at
Auditors
'rnst ( )oung *ord %hodes
Sidat +,der (Chartered A--ountants)
Lea! Ad"iser
+aidermota ( Co.
!arrister.at./a$ ( Cor0orate Counselors
S#ares Reistrar
1e-hnolog, 1rade (Pvt.) /imited
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Reistered & $ead %&ce
2 1i0u !lo-k3 Main !oulevard
Ne$ 4arden 1o$n
/ahore . Pakistan
(5676) 2899::72
!I(TO#3
Allied )ank is the first -uslim ank& to have een estalished on the territory that ecameA
Pakistan.
0stalished in 4ecemer 1@72 as the Australasia )ank at *ahore with a paidAup share capital of .s.
;.12 million under the 6hairmanship of /hawa!a )ashir )u'& the )ank had attracted deposits&
e#uivalent to .s. ;.7"1 million in its first eighteen months of usiness. ,otal assets then amounted
to .s. ;.:>2 million. ,oday Allied )ankBs paid up 6apital 5 .eserves amount to .s. 1;.: illion&
deposit e'ceeded .s. 17" illion and total assets e#ual .s. 1>; illion. ,he Allied )ankBs story is
one of dedication& commitment to professionalism& adaptation to changing environmental
challenges resulting into all round growth and staility& envied and aspired y many
The Pre In*epen*ence !istory 4&56, to &5678
In the early 1@7;s the -uslim community was eginning to reali3e the need for the active
participation in the field of trade and industry. ,he Hindus had since the late 1??;s estalished a
commanding presence in these areas and industry& trade and commerce in the undivided SuA
continent was completely dominated y them. )anking& in particular& was an e'clusive enclave of
the Hindus and it was widely elieved& and wrongly so& that -uslims were temperamentally
unsuited for this profession.
It was particularly galling for /hawa!a )ashir )u' to hear the gie that (-uslims could not e
successful ankers+. He decided to respond to the challenge and took lead in estalishing this first
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-uslim ank on the soil of Pun!a that was to ecome Pakistan in 4ecemer 1@72C y the name of
Australasia )ank *imited.
,he initial e#uity of the )ank amounted to .s ;.12 million& which was raised to .s ;.: million y
the end of first full year of operation& and y the end of ";th Dune 1@7> capital increased to .s.
;.=>" million and deposits raised to .s. >.>2? million.
A)stralasia Bank 4&567 to &5768
Australasia )ank was the only fully functional -uslim )ank in Pakistan territory on August the
17th& 1@7>.
It had een severely hit y the riots in 0ast Pun!a. ,he ank was identified with the Pakistan
-ovement. At the time of independence all the ranches in India& 8Amritsar& )atala& Dalandhar&
*udhaina& 4elhi and Angra 8Agra99 were closed down. 1ew )ranches were opened in /arachi&
.awalpindi& Peshawar& Sialkot& Sargodha& Dhang& 2u!ranwala and /asur. *ater it network spread to
-ultan 5 Euetta. ,he )ank financed trade in cloth and food grains and thus played an important
role in maintaining consumer supplies during riot affected early months of 1@7?. 4espite the
difficult conditions prevailing and the sustantial set ack in the )anks usiness in India&
Australasia )ank made a profit of .s :;&;;; during 1@7>A7?.
)y the end of 1@>; it had 1;1 ranches. %nfortunately it lost :1 ranches in the separation of 0ast
Pakistan. ,he ank did well in despite losing lot of its assets. )y the end of 1@>" the ank had 1?=
ranches in Fest Pakistan.
Allie* Bank 4&576 to &55&8
In 1@>7& the )oard of 4irectors of Australasia )ank was dissolved and the ank was renamed as
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Allied )ank. ,he first year was highly successful oneG profit e'ceeded the .s 1; million markC
deposits rose y over :; percent and approached .s 17=; million. Investments rose y >2 percent
and advances e'ceeded .s 1;?; million for the first time in ank history. 11= new ranches were
opened during 1@>7 and the )ank started participation in the spot procurement agriculture program
of the 2overnment. ,hose seventeen years of the )ank saw a rapid growth. )ranches increased
from ":" in 1@>7 to >7? in 1@@1. 4eposits rose from .s 1.7= illion& and Advances and
investments from .s 1."7 illion to .s 22 illion during this period. It also opened three ranches
in % /.
Allie* Bank 4&55& to ,9968
As a result of privati3ation in Septemer 1@@1& Allied )ank entered in a new phase of its history& as
the worlds first ank to e owned and managed y its employees. In 1@@" the (<irst Allied )ank
-odaraa 8<A)-9 was floated.
After privati3ation& Allied )ank registered an unprecedented growth to ecome one of the premier
financial institutions of Pakistan. Allied )anks capital and reserves were .s. 1.:2: 8)illion9 and
assets amounted to .s. ?>.:"= 8)illion9 and deposits were .s. >=.;"? 8)illion9. Allied )ank
en!oyed an enviale position in the financial sector of Pakistan and was recogni3ed as one of the
est amongst the ma!or anks of the country.
In August 2;;7 as a result of capital reconstruction& the )anks ownership was transferred to a
consortium comprising Irahim *easing *imited and Irahim 2roup.
,oday the )ank stands on a solid foundation of over =" years of its e'istence having a strong
e#uity& assets and deposits ase offering universal anking services with higher focus on retail
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anking. ,he ank has the largest network of onAline ranches in Pakistan and offers various
technology ased products and services to its diversified client& and its network of more than >;;
ranches.
4,99: To *ate8
In -ay 2;;: Irahim *easing *imited was amalgamated y transfer to and vested in with and into
Allied )ank *imited. I** shareholders were issued A)* shares in lieu of the I** shares held y
them. Application for the listing of A)* shares in all the Stock 0'change 6ompanies of Pakistan
was made. A)* was formally listed and trading of the shares of the )ank commenced.
1ow all shareholders of Allied )ank *imited can trade in the shares of the )ank at their free will.
1ow A)* have @:; ranches all over the country.
(trategy;
,he management& anticipating the prior years provisioning in line with the ongoing anking sector
reforms& has already initiated ma!or reAengineering and reAorgani3ation of the Bank. ,he Bank had
emarked upon a twoApronged strategy of adopting a rationali3ation program to ring down costs&
introduce innovative products and offer speciali3ed financial solutions and services to customers.
-easures& which have already een implemented& are set out elowG
Fith the o!ective of achieving decentrali3ation and cutting down e'penses& the decisionA
making has een reduced from four to two tiers. =? controlling offices& comprising of 7
provincial& 1? circle and 7= 3onal offices have een consolidated into 1= regional offices.

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,he corporate unit has een reAstructured y reducing the numer of divisions and
redefining their functional responsiilities& so as to provide valuale support to field
operations.
,reasury operations have een reAorgani3ed on a modern technology platform.
A centrali3ed Special Asset -anagement 4ivision has een estalished for e'peditious
recovery and settlement of nonAperforming loans.
0'pensive deposits have een reduced& improving the interest margin.
4eposit moili3ation come pain introduce time to time
,he implementation of the aforementioned steps has een successful in cutting down costs
and improving efficiencies& resulting in enhanced operational profits. ,he Bank now plans
to focus on further strategic o!ectives& as set out elowG
P#I.ATI2ATIO$;
Allied )ank had een working as a nationali3ed ank in Pakistan for the period of last 1> years
when the 2overnment decided to sell its ma!or portion of e#uity to its employees. $n 1;A;@A1@@1
the process of Privati3ation started y selling shares to its employees.
,his decision was healthy for the ank as the greatest interest in the development of the ank was
rested with the ones who were running it. ,he ank had een efficiently working and it continued
with the same spirit after the privati3ation was completed.
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In the recent past the ank has een taken over y the consortium of Irahim 2roup and Irahim
*easing. ,he share of this consortium now constitutes >:.":H of the revised capital of the ank.

Logo of ABL
P#O<UT( O0 ABL
Allied ank offers a wide range of products geared towards the customers. ,he following products
are availale for customersG
Acco)nts
6urrent Account
6urrent Account
Allied )usiness Account
Allied )asic )anking Accounts
Allied 0'press Accounts.
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Allied 0asy 6urrent Account.
Saving Accounts.
Profit and *oss sharing Account 8P*S9
Allied ,erms plus Accounts
Allied )a Ikhtiar Accounts
Allied Advance profit Account
Allied -onthly Profit Plus Account
Allied .ewarding Sachems
Allied Profit Plus I ,erm 4eposit
Allied Profit Plus I 4eposit Account
Allied -onthly Income Scheme
Allied )achat SchemeG 8A)S9
Allied eASavers Accounts 80SA9
<oreign 6urrency Accounts
6urrent and Saving Accounts
Alternative <elivery hannels
A Allied 6ash J Kisa 4eit 6ard
A $nline )anking
A Internet )anking
AS-S )anking
A Helpline
ons)mer Pro*)cts
A -aster 6ard
AKisa 6redit 6ard
Len*ing Pro*)cts
A Seasonal <inance
A Agricultural <inance
A Import 0'port )usinessL,rade <inance
A .unning <inance
A 4emand <inance
("#.I"(
A)* provides the following services
1. *ockers
2. 6ommodity operations
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". %tility ills
7. $nline facility
:. A,- facility
=. Ha!! services
Utility Bills
All ranches of the )ank collect utility ills of electricity& gas and telephones. <or convenience of
the customers& %tility )ills are collected y the ranches during anking hours and also in the
eveningAanking on all working days. )ills can e paid through 6ash or 6he#ues. 6onsumers may
drop ills with crossed 6he#ues into a drop o' availale at the ranches under M6he#ue 4ropAinM
system.
%tility )ill payment facility A Pay your telephone& electricity& and gas utility ills on any of our
A,-s without having to wait in long #ueues outside your ranch.
Lockers
Allied )ank *ockers are availale in different si3es Small& -edium and *arge on a yearly fee.
*ockers are also availale on security ased without annual fee.
LO="# 0AILIT3
,he list of *ockers is maintained in the register. In this register the name of locker holder is
mentioned along with the locker numer. ,he key is provided to the locker holder called the
1ormal or $rdinary key. ,he )ank keeps himself one key himself. Fhen the locker holder wants
to operate to the locker& then he will operate the locker firstly entering the name in the register
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along with the initials. ,he date and time of the transaction will also e recorded in the register.
,hen the leaving time will also e recorded in the register.
6riteria for Ac#uisition of *ocker
,here are certain criteria for ac#uiring the locker facility.
OP"$I$1 0O#M
,here are opening farms& which are filled y the client to get the locker facility. In this form the
name is mentioned along with the signatures of the locker holder. In the locker numer is also
mentioned on the farm.
("U#IT3
6ertain security is kept y the while providing the locker facility. ,his security is in shape of the
cash.
(I2"( O0 LO="#(
,here are four si3es of lockers& small& medium& large& or e'tra large& on which certain security is
made and the locker holder pays the following amount of rent annually.
S..N & , - 6
*ocker Si3e Small -edium *arge
0'tra
*arge
Annual *ocker
.ent 86urrent9
.s. ";;;LA .s. "&:;;LA .s. :&;;;LA .s. =&:;;LA
O#
Security
4eposit
.s.
":&;;;LA
.s.
=;&;;;LA
.s.
?;&;;;LA
.s.
1;;&;;;LA
O#
-inimum .s .s Aove .s I
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)alance in
6urrentLSaving
Account 8for
last year9
1.;8-*n9
to .s
2.:8-*n9
2.:8-*n9
to .s
:.;8-*n9
:.;8-*n9
,he key& which is with the )ank& is called -aster key and the key& which is kept y the holder& is
called normal key. A locker cannot e operated with one single key. )oth the master and normal
keys are re#uired for operating the lockers. If the key is lost from the locker holder& then the locker
holder will pay the entire recovery fee and the client launches <I.. If person wants to operate the
locker& he will operate it alone.
ATM 4A)tomate* Teller Machine8
Allied )ank is now introducing the Allie* ash > .isa <ebit ar* also referred to as A,- card.
Oou will now have the convenience of withdrawing cash from any of our multiple A,-s 8MAllA
,ime )ankingM locations9 conveniently located in ma!or cities like /arachi and *ahore at any time
of the day or night even on closed daysLholidays.
ATM $"T/O#=;
In continuation of A** ,I-0
)A1/I12 services& with the country
wide network of more than @:;
ranches& we are pleased to announce
that A)* has enhanced A,- services
y !oining the M1A*ink SwitchM which
has following memers )anksG
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A)1 Amro
Allied )ank
)ank Alfalah
Al)akara Islamic )anking
Hai )ank *imited
Askari )ank
)ank Al Hai
1ational )ank
PI6I6 6ommercial )ank
%nion )ank
%nited )ank
Soneri )ank
,he card holders of our ank will thus e ale to access memer anks A,-s for alance
in#uiry and can withdrawal simultaneously vice versa. ,he card holderBs memer anks will access
our ank A,-s.
0very A,- which is connected with M1A*ink SwitchM has a *ogo which indicates that M1A*ink
SwitchM memer can access the A,-.
ATM feat)res;
Fithdraw cash 8up to your daily limit9
,ransfer money etween your accounts
-ake ill payments& and credit card payments 8for A)* 6redit 6ards only9
-ake deposits through selective 7 A)* A,-s only9
2et miniAstatements for your ank and credit card accounts& and more.
!a'' services
Ha!! Service at Allied )ank is availale to all pilgrims. ,he forms and other related services are
provided y the )ank. Ha!! applications are availale with all ranches during Ha!!
season& immediately after the Ha!! policy is announced y the 2overnment of
Pakistan.
ommo*ity operations
It is a 6ash 6redit <inancing to 2overnment 4epartment for procurement of various commodities&
as per allocation of the limits y S)P on 2overnment of Pakistan 2uarantee.
Online facility
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A)* provides the facility of funds transfer !ust in their line ranches in almost anywhere in
Pakistan during @G;; am to :G;; pm.
P 6ash 4eposit for immediate credit to remote ranch.
P .emote 6he#ue 0ncashment from any ranch.
P Instant <unds ,ransfer etween any 2 online ranches.
P .emote )alance 0n#uiry and Statement of Account.
OTHER SERVICES
Agric)lt)ral 0inances
)ank under Agricultural <inancing Scheme envisaged y the State )ank of Pakistan e'tends short&
medium and long term& farm and nonAfarm credits. ,he farm credits are e'tended fo?r production
8inputs9 and development purposes. 1onAfarm credits are allowed for livestock 8goats& sheep and
cattle9& poultry& factory including social forestry and fisheries 8inland and marine e'cluding deep
sea fishing9.
Import "?port B)siness@Tra*e 0inance
A)* Provides highly efficient trade finance services for importLe'port usiness for our
clientsLcustomers large numer of authori3ed ranches where trained and motivated staff is
availale to handle the usiness on ehalf of customer.
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#)nning 0inance
It is a short term loan allowed y the ank for a period of one year. ,he running finance account
can e operated and daily sale proceeds can e deposited into the account. ,he markAup is
recovered on the products of daily outstanding alance. ,he running finance is suitale for meeting
day to day financial needs of the usiness.
<eman* 0inance
It is disursed in lump sum or in accordance with the agreed disursement schedule and it is
repayale as per the agreed installments& which could e monthly& #uarterly& iannual or annual.
Allie* BankerAs heq)e
Allied )ankers 6he#ue 8A)69 replaces traditional payment instruments like 4emand 4rafts and
Pay $rders. ,his instrument provides added assurance as its unlikely to e returned unpaid due to
lack of funds.
Pay Or*er
$ur customers can walkAin to any Allied )ank ranch and make Pay $rder to transact payment to a
named payee.
!APT"# $O% 6
O#1A$I2ATIO$AL (T#UTU#" O0 T!" MA#="TI$1 MA$A1"M"$T
<"PA#TM"$T
<"0I$ITIO$
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-arketing -anagement involves the productive use of people in achieving the organi3ational
strategic usiness o!ectives. Indeed the challenge& the opportunity& and also the frustration of
creating and managing organi3ations fre#uently stem from the people related prolems that arise
within them.
IMPO#TA$" O0 MA#="TI$1 MA$A1"M"$T
$rgani3ational priorities have een changed with the passage of time. $rgani3ation are managed
and staffed y people. will prefer indoor activitiesC others outdoor activities. ,he point is that
differences demand attention so that each person can ma'imi3e his or her potentialC so that
organi3ations can ma'imi3e their effectivenessC and so that society as a whole can make the wisest
use of its H.-s. Here we #uote -r. /onosuke -atsushistas written philosophy of management
as stated in the 1@:;G
(Fhen my company was still small. I often told my employees that when customers
asked&+ what does your company makeQ+ they should answerC (-atsushita 0lectric is
making men.+ Fe also make electric appliances ut first and foremost our company makes
men.+
In practical terms& strategic H.-- means getting everyody from the top of the organi3ation to
the ottom doing things to implement the strategy of usiness effectively. ,he idea is to use people
most wisely with respect to the strategic needs of the organi3ation. ,his does not !ust happen. An
integrative framework that systematically links H.- activities with strategic usiness needs can
help. <or this& to develop a map and time line to ensure alignment etween H.- strategy and
general usiness strategy.
MA#=""TI$1 <epartment of ABL;
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-A./00,I12 department of A)* was responsile to maintain of updated organi3ation of the
ank.
-A./0,I12 was responsile to maintain a Schedule of Administrative and financial powers duly
approved y the )oard of 4irectors and were responsile for initiating any changes and suse#uent
approvals re#uired therein
<UT3 LI(T O0 "MPLO3""(
%nder instruction of .HE. 2u!ranwala all the staff memers have een assigned the
following dutiesG
.02I$1A* H0A4 )%SI10SS
.egional Head )usiness control all the )4- 8)usiness 4evelopment -anagers9& .-S&
)4$s of the whole ranches of the region.
&B B)siness <evelopment ManagerC
,o promote the usiness of the ranch. ,o introduce Limprove the deposit of the ranch y opening
fresh accounts. ,o supervise all the affairs of the ranch.
,B #elationship Manager
,o promote the usiness of the ranch. ,o introduceLimprove the deposit of the ranch y opening
fresh accounts. ,o issue A,- Pin 6odes. ,o supervise all the affairs of the ranch.
-B B)siness <evelopment Officer
,o promote the usiness of the ranch. ,o introduceLimprove the deposit of the ranch y opening
fresh accounts. ,o issue A,- Pin 6odes. ,o supervise all the affairs of the ranch.
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iA Supervision of all kind of vouchersLche#ues& including online supervision.
iiA $pening of Account.
iiiA 6oordinate with )ranch -anager in preparation of 6redit Proposals.
ivA Issuance of A,-. 6ards to clients.
vA ,o apply -anager ,estsLInwardLoutwards on respective advicesLinstruments.
viA 6ash <eedL.eplenish of A,- along with 6ashierL,eller
viiA Preparation and sumission of periodical .eturnsLStatements.
viiiA ,o .un 4ay 0nd proceedings.
i'A ,o look after all kind of affairs of the ranch as per duties of 6S-.
,B O00I"#( 4 M1B&&8.
iA Posting of all kind of vouchers.
iiA Supervision of KouchersL6he#ues.
iiiA ,o arrange monthly )alancing i.e.& 4A6& P.$. 44. Payale& $)6& Sundry& Stock of
Stationary in hand& Stamps in Hand& Suspense AL6& other )alancing with the help of
Dunior Staff.
ivA InitiationL*odgmentL.eali3ation of $)6s.
vA Application 5 -aintenance of Accountants ,est /ey.
viA Any other duty assigned y the 6S-L6hief -anager.
-B O$LI$" O00I"#%4 M1B&&8
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iA $nline posting.
iiA ,ransfer posting.
iiiA Scanning of Specimen Signature 6ards.
ivA Posting of Staff 5 other departmentsLorgani3ations salaries.
vA Issuance of P.$s.
viA Any other duty assigned y the 6S-L6hief -anager.
6B MA$A1"M"T T#AI$I$1 O00I"#%4 M1B&&8
iA Posting of Inward 6learing.
iiA Posting of $utward 6learing.
iiiA ,o assist -r. Shaha3 in preparation of advances proposals.
ivA Posting of ,ransfer vouchersLche#ues.
vA Any other duty assigned y the 6S-L6hief -anager.
DB U(TOM"# ("#.I"( O00I"#4 M1B&,BTeller8
iA ,o perform ,eller duty.
iiA ,o maintain 4ackLInwardL$utward .egister properly& no delivery of dack should e
made without posting in relevant 4ack .egister.
iiiA Sorting of Kouchers according to end of day reports on daily 5 regular asis.
ivA ,o maintain the Koucher .egister properly on daily asis.
vA ,o help the client in filling of Paying Slips& 4.4LP.$. re#uest and A,- 6ards re#uest.
viA Any other duty assigned y the 6S-L6hief -anager
7A 4 M1B&,BTeller8
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iA .eceivingL6ollection of %tility )ills 8t-A./00,I12ough <lat )ed Printer9.
iiA Scrolling of %tility )ills.
iiiA Any other duty assigned y the 6S-L6hief -anager.
ivA ,o hold 6ashier /eys
vA .eceiving of 6ash from clientsLdepositors.
viA Payment of che#ues.
viiA ,o close the daily cash within specific )ranch cash limit 5 according to S)P.
Instructions.
EB 4P"O$8%
iA ,o clean all the ranch premises& furniture <i'tures& 6omputers on .egular asis.
iiA ,o maintain ranch .ecord and arrange all kind of fillings.
iiiA ,o entertain the clients y serving them with tea 5 cold drinks.
ivA Ay other duty assigned y the 6S-L6hief -anager

Page 2>
hairman
Boar* of <irectors
Boar* ommittees
A)*it (trategic Planning F #isk management "%vision !)man apital
ommittee monitoring committee committee committee committee

1ro)p hief 1ro)p hief 1ro)p hief 1ro)p hief 1ro)p hief
1ro)p !ea* 1ro)p !ea* 1ro)p !ea* 1ro)p !ea* 1ro)p !ea*

#egional !ea*
#egional B)ssiness #egional Operation 1eneral Manager IT
hief hief
Manager
)stomer (ervice Manager
Management Training Officer
Officers 4M1 &,C&&C&98
Tellers
Messenger
(tr)ct)re of MA#=""TI$1 <epartment of ABL
Page 2?
ompensation F Benefits personal /ing "mployees #elation /ing
(alary Loans #ecr)itment (taff <ata Up*ating
(o)rce; MA#=""TI$1 *epartmentC Allie* Bank Lt*% #egional OfficeC 1T #oa*C 1)'ranwala%
!APT"# $O% :
MA#=""TI$1 P#O"(( I$ ABL
Page 2@
)asic functions of -A./00,I12 process in A)* are as underG
-A./00,I12 P*A11I12 A14 <$.06AS,I12
0-P*$O00 .06.%I,-01, A14 S0*06,I$1
,.AI1I12 A14 40K0*$P-01,
P0.<$.-A160 -A1A20-01,
0-P*$O00S 6$-P01SA,I$1 A14 )010<I,S
$.2A1IRA,I$1A* 6A.00. -A1A20-01,
:.1 MA#="TI$1 PLA$$I$1 4MA#="TI$18 A$< 0O#"A(TI$1
-A./0,I12 P.$60SS
<$.06AS,I12 -A./00,I12 .0E%I.0-01,
-0,H$4S ,$ <$.06AS, -A./0,I12 1004S
MA#="TI$1 PLA$$I$1 P#O"((
M-arketings management and planning is the process of reviewing future market re#uirements to
ensure that the organi3ation will have the appropriate numer of employees with the necessary
skills to meet its strategic o!ectives
,-A./00,I12ee key steps involved in -A./00,I12 planningG
,he t-A./00,I12ee steps areG
19 <orecasting the future needs of -A./00,I12s also referred to as the demandC
29 <orecasting the availaility of internal and e'ternal candidates or the supplyC and
Page ";
"9 Planning and implementing -A./00,I12 programs to alance supply and demand.
)enefits of -A./00,I12 PlanningG
)etter view of the -A./00,I12 dimensions of usiness decisions
*ower -A./00,I12 costs t-A./00,I12ough etter -A./00,I12 management.
-ore timely recruitment for anticipate -A./00,I12 needs
-ore inclusion of protected groups t-A./00,I12ough planned increases in workforce
diversity.
)etter development of managerial talent
0orecasting;
,he use of information from the past and present to identify e'pected future conditions.
0orecasting Metho*s;
; Dudgmental
P "stimatesGasking managersA opinionsC topB*own or bottomB)p
P #)les of th)mbG)sing general g)i*elines
P <elphi techniq)eGasking a gro)p of e?perts
P $ominal gro)psGreaching a gro)p consens)s in open *isc)ssion
0orecasting Metho*sG
; -athematical
P (tatistical regression analysisG
P (im)lation mo*els
Page "1
P Pro*)ctivity ratiosG)nits pro*)ce* per employee
P (taffing ratiosGestimates of in*irect labor nee*s
:%, "MPLO3"" #"#UITM"$T A$< ("L"TIO$
#ecr)itmentB Intro*)ction;
Applies to the process of attracting potential employees to the organi3ation or company
6ontinues with the selection and cases with placement of the candidates
-anpower planning to make it possile to ac#uire the numer 5 type of people necessary
to ensure the continued operation of the organi3ation
(teps in selection process;
Do Analysis I selecting the right candidate after finali3ing the !o analysis& !o description&
!o specification & etc
Process of searching for prospective employees and stimulating them to apply for !os in
the organi3ation.
Application ank I details of age& se'& Height and Feight& educational #ualifications&
e'perience etc
written e'amination I for screening purpose as a matter of elimination process I to know
and measure the candidates position on knowledge & aptitude & reasoning and 0nglish
language
Preliminary interview I oservational L personal appraisal method proing details
2roup discussion I A method to ring applicants around a conference tale to discuss either
a case study or a su!ect matter
Page "2
,est I Psychological tests and performance tests
<inal Interview
(o)rces of #ecr)itment )se* by ABL
Sources which are used in A)* are
1. Internal
2. 0'ternel
Internal (o)rces
Present & Permanent employees
Present ,emporary 0mployees
4ependents of diseased& disaled& retired and present employees.
"?ternal (o)rces
0ducational 5 ,raining Institutes
Professional Associations
4ata anks
,rade %nions
:%- T#AI$I$1 A$< <"."LOPM"$T
$ne of the prime responsiilities of -A./00,I12 department is to train and develop
their employees accordingly so that they can pace with new re#uirements of modern age.
A)* focused primarily upon the needs of the employees to develop their careers and improve the
#uality of working life. -A./00,I12 department arranges initial training in the form of
orientation to the policies and procedures of the company so that new recruited employees are
Page ""
familiar with the whole procedure. Process of training and development involves a set of
interlinked activities which are listed elow.
1. $n the !o
2. $ff the !o
". Skill 4evelopment
On the Hob; $n the !o means the worker learns from the selected trainers y the ank.
Off the Hob; $ff the !o means works are sent out side the organi3ation to increase the
performance of the workers.
(=ILL T#AI$I$ G:
Karious courses on soft skills i.e. communication skill& team work& and professional skills including
-IS training & are conducted in A)* to improve communication and managerial skills of the
employees of that company. -A./00,I12 department plans and coordinates training activities
ased on performance evaluation.
T#AI$I$1 $""<( A(("((M"$T
A)* primarily stress on this fact that training and development program should e result oriented
and should have a positive impact on companys performance. <or the purpose of assessment of
training needs company proe into the identification of prolems. ,raining needs are defined y the
trainer keeping in view the gap etween e'isting and desired performance level and e'isting and
desired competences which may e in the knowledge& traits and attitude& or skills areas. ,he
trainers task is to determine whether and how this gap is reduced y training. 6ompany defines the
training needs of its employees at t-A./00,I12ee different levels which are as following.
Individual level 8define uni#ue training and development need of each employee 9
Page "7
2roup and team level 8assess common training and development needs at group level9
$rgani3ational level 8define training and development needs at individual and group level
collectively 9
"MPLO3"" <"."LOPM"$T
A)* pays greater attention to its employees development t-A./00,I12ough concentrating on
their career planning and career management which increases employees opportunity to ac#uire
new skills and make their future secure. -A./00,I12 department provides tools and resources
which help employees to develop and attain their career goals.
A)* many focuses on e#ual employment opportunity &#uality of working life& and implementation
of career plans y means of education &training programs and work e'periences.
T#AI$I$1 0AILITI"(G
A)* provides training facilities to the workers.
-ultimedia
P6
Fhite screen
Speakers
<lip charts
Page ":
:%6 P"#0O#MA$" MA$A1"M"$T;
<efinition;
A process of estalishing performance standard and evaluating performance in order to arrive at
o!ective -A./00,I12s decisions as well as to provide documentation to sport those decisions.

P"#0O#MA$" (TA$<A#< A$< "IP"TATIO$(
A)* sets definite standards of accomplishment t-A./00,I12ough !o description and
e'pectations in terms of #uantity and #uality of work& attendance& punctuality& !o knowledge and
thoroughness which employees can reasonaly e e'pected to meet.
6ompany evaluates its employees y setting standards and e'pectations on mutually agreeale
asis y discussion etween the individuals and immediate supervisors who play supportive and
coaching role while setting standards and later evaluate them accordingly. ,hese performance
standards help the employees to maintain a satisfactory performance level on their present !os.
P"#0O#MA$" #"PO#T
Performance report or A6. are written efore the year end according to employees performance on
his !o t-A./00,I12oughout the year either he or she matches the standards or accomplish the
goals set y hisLher concerned officer. ,his is in essence the ranking method of rating. 0'ecutives
reports are written y the concerned general manager with mutual discussion etween appraise and
appraiser keeping in view the whole year performance of an officer. Suordinates reports are
Page "=
written y the concerned departmental officer on purely confidential asis. A6. is rated as
0'cellent& Kery 2ood& 2ood . <or the purpose of evaluation A)* made up A6. forms.
A6. contains the following informationG
4esignation
4ate of !oining of the organi3ation
4etail of onus
*ate date of promotion of the employee
.ecommendation y the manager
:%: "MPLO3"" OMP"$(ATIO$ A$< B"$"0IT(
6ompensation system can help attract and retain competent and talented individuals who
can help the organi3ation accomplish its mission and goals. In addition an organi3ationBs
compensation system has een shown to have an impact on its strategic performance.
-anagers must develop a compensation system that reflects the changing nature of work and the
workplace in order to keep people motivation. $rgani3ational compensation can include many
different types of rewards and enefits such as ase wages and salaries& wage and salary addAons&
incentive payment and other enefits and services.
,ypes of employees compensation and enefits in A)*
-ode of Payment 8.emuneration9
)asic Salary
6onveyance Allowance
Special allowance
Page ">
House .ent Allowance
,raveling allowance 8,A9
*eave
0ducation allowance
.etirement and ,erminal )enefits
-edical <acility
6ar <acility
-otorcycle <acility
BA(I (ALA#3
)asic pay means remuneration without any allowance which is paid to an employee according to
his grade.
(Special pay+ means additional pay granted to an e'ecutiveG
8a9 ,o save him from a loss of asic pay in respect of any revision of remuneration or grade.
O$."3A$" ALLO/A$"
-eans pick and drop facility ut A)* not provide this. A certain amount of the asic salary is credit
to the employees account.
(P"IAL ALLO/A$"
-eans an allowance granted to an e'ecutive in consideration ofG
819 (additional charge+ involving specially arduous nature of duties carried out for a period of
more than "; days & or
Page "?
829 $fficiating pay+ a specific addition to his work or responsiilities for a period of more than
@; days.
!OU(" #"$T ALLO/A$"
0mployees are entitled for house rent allowance at some present of their asic salary.
T#A."LLI$1 ALLO/A$" 4TA8
,raveling allowance means an allowance granted to an e'ecutive to cover the e'penses which
heLshe incurs in traveling in the interest of the service of the )ank.
L"A."(;
as)al Leave 4L8
$nly si' 8=9 working days of casual leave may e allowed in one calendar year to meet emergency
and unforeseen circumstances where leave in advance could not e planned.

6asual *eave eing only emergent and incidental in nature may not e allowed for more than one
day at a time. Any need& for asence of more than one day from work& shall e accounted for y
taking Privilege *eave.

6omining of a 6ausal *eave with a pulic holiday and or weekend must strictly e discouraged
unless approved y Head of -A./00,I124 ased on leave eing asolutely unplanned and
eyond control of the employee.

(ick Leave 4(L8
Page "@
Sick *eave where availed for more than t-A./00,I12ee 8"9 days at a time must e
supported y a -edical 6ertificate& from a registered physician& confirming the employees
inaility to attend office.
Privilege Leave 4PL8
$nly thirty 8";9 days 8inclusive of weekends and pulic holidays9 shall e allowed as
Privilege *eave during one calendar year.
0ach departmentLdivisionLranch must plan its P* roster well in advance& latest y end of
Danuary of each year. An attempt must then e made to follow the plan diligently.
,he P* roster duly approved y departmentLdivisionLranch manager must e sumitted to
-A./00,I124 and any changes therein must also e intimated to -A./00,I124.
%nscheduled P* re#uests may e denied y management andLor -A./00,I12 at risk and
cost to the employee.
P* must e availed for fifteen 8";9 days without reak at least once and the alance availed
when re#uired. It is man*atory req)irement to avail at least &: *ays of PL *)ring one
calen*ar year% These &: *ays m)st be taken conc)rrently%
6omining of P* with a weekend or pulic holiday at oth ends would result in one of these
days eing counted as part of P*.
Page 7;
It is strongly advised that while making leave rosters& no employee e allowed to avail P*
during the period of half year and annual closing of accounts and the suse#uent reporting
re#uired& to ensure due consideration to meeting targets and completing reports.
6ompensation and enefits improve the performance of the worker. ,he management of A)* keep
in mind enefits of the employees who are working in the organi3ation to increase the performance
reward system is also very important to increase the performance. .eward systems are to types
1 <inancial 2 1onA<inancial
<inancial 1onA<inancial
Salaries 5 )enefits Protection Programs
0mployee involvement in decision
-aking
Supervision
,raining opportunities
Page 71
:%D A#""# MA$A1"M"$T
0mployees career management is an essential part of effective -A./00,I12
management. 6areer management is a systematic process of individuals with respect to their
performance on the !o and their potential for development. It deals with the e'isting and future set
up of employees. Senior 2eneral -anager -A./00,I12 plan career specifications and changes
for employees and looks after all matters regarding !os changes of the employees within the
company and separation from the )ank.
6areer management includes the following stepsG
Do changes within the organi3ation
iB Promotion
iiB Transfer
iiiB <emotion
ivB (eparation
vB Termination
viB #etirement
viiB #esignation
HOB !A$1"( /IT!I$ ABL
P#OMOTIO$ POLI3G
All promotions cases are considered and recommended y the promotion
committees.
Page 72
Promotion to selected posts is made on the asis of merit& fitness& and seniority.
Accelerated promotion may e allowed y the oard of directors in case where it is
clearly estalished that either an e'ecutive has improved hisLher #ualification or
heLshe made a positive and tangile contriution to the efficiency of the companys
working.
6ashier will e promote as -2 12 to -2 1.
T#A$(0"#
All e'ecutives will e whole time employees of the )ank and liale to e posted any where in
Pakistan in connection with the affairs of the )ank and transferred from time to time any place in
Pakistan.
An e'ecutive may e transferred from one post to the other provided the post to which he is
transferred is of the same grade.
<"MOTIO$
If an employee is found guilty of any misconduct during working hours he is demoted from his
post. In case of demotion guilty employee has to face reduction to a lower grade and withAholding&
up to one year or more promotion or increment.
Layoff;
*ayoff is the termination of employment of an employee or 8more commonly9 a group of
employees for usiness reasons& such as the decision that certain positions are no longer necessary.
Page 7"
<I(MI((AL 0#OM ("#.I"
An e'ecutive& against whom disciplinary en#uiry is proposed to e taken& may e placed under
suspension for a ma'imum period of nine months. 4uring suspension period he shall not leave
hisLher head#uarter without the written permission of the competent authority.

T"#MI$ATIO$ 0#OM ("#.I"
A)* may terminate the services of an employee not on proation at any time& without assigning
any reason y giving t-A./00,I12ee months notice in writing or payment in lieu of the notice
of the sum e#uivalent to hisLher remuneration for this period or a sum e#ual to proportionate
remuneration for the une'pired period of the notice. An e'ecutive who is removed or dismissed
from service shall not e entitled to any terminal enefits e'cept hisLher own provident fund
contriution.
#"TI#"M"$T
An approved pension schemes under which the enefits on the ases of fro3en asic salary services
and age on Dune ";& 2;;2 are payale to all employees whose date of !oining the ank is one or
efore Duly 1& 1@@2. An approved gratuity under which the enefits are payale
19 <or memers whose date of !oining the ank is ;1 or efore Duly 1& 1@@2. their services
would e calculated starting from Duly 1&2;;2 for gratuity enefits purpose
29 <or memers whose date of !oining the ank is after Duly 1& 1@@2 their services would e
taken at actual for the purpose of calculating the gratuity fund
A contriutory provided scheme with the ank making e#ual contriution to that made y
employees
Page 77
"9 An approved pension schemes under which the enefits on the ases of asic salary as on
Dune ";& 2;;2 are payale to all employees opting continuation of the previous scheme and
whose date of !oining the ank is one or efore Duly ;1& 1@@2.
#"(I1$ATIO$
An employee can resign from the company services when ever he wants to #uit the !o or can
apply for early retirement under the pensions rules y giving t-A./00,I12ee months notice in
writing.
!APT"# $O% D
Page 7:
LABO# MA$A1"M"$T #"LATIO$(
,he success of any ank depends on good relation etween management and its employees.
In recent year laor management relation are highly emphasi3ed due to its significance and
importance. If management of a usiness has its own policies and procedures
t-A./00,I12ough which it can otain goals and purposes .ut how can these policies and
procedures can e implemented. It is& no dout& the man power of the ank& which implement the
policies and take a ig share in achievement and accomplishments. So& for the purpose of
implementations of its strategies management must develop good and healthy working relation with
its employees. *aor management relation molds the terms and conditions of employment and the
rules aout how conflicts are to e e'pressed and controlled. It is important for people in general to
know aout laor management relation ecause these relations are significant factors effecting the
economic& social& and political institutions of our society. <or employees& laor management
relation affects the wages and condition of their !os. <or managers such knowledge and
understanding are indispensale. 0mployees are after the largest cost factor in whether a ank is
profitale are not. In A)*& great emphasi3e laid on laor management relation. $n reaching the age
of =; years employees gets retirement from the services -A./00,I12 manager deals with all
matters regarding employees and higher management to settle all disputes etween them. A)*
8-A./00,I129 leads and heads laor management relation and arrange meetings with unions
representative in order to maintain healthy atmosphere etween management and employees.
0ATO#( I$.OL."< I$ LABO# MA$A1"M"$T #"LATIO$
Page 7=
Some main factors involved in laor management relation are as under.
6HA12I12 F$./P*A60
H%-A1 4IK0.SI,O I1 F$./ P*A60
%1I$1& -A1A20-01, A14 0-P*$O00S
6$**06,IK0 )A.2AI1I12 P.$60SS
%1I$1 P.0PA.A,I$1 <$. )A.2AI12I12
-A1A20-01, P.0PA.A,I$1 <$. 102$,IA,I$1
!A$1I$1 /O#= PLA"
In recent years& the usiness environment has e'perienced much more rapid changes and also
much more intense competition y t-A./00,I12ee forces. ,he first is todays usiness
environment& with its demand to #uick responsiveness to customers. ,he second is the sudden
availaility of technology& the third is the desire of employee for greater involvement in their
work .due to work place changes& the style of laor relation are also undergoing the following
changes in A)*.
In past& workers wanted nothing from the !o e'cept pay& ut now they desire for
challenging !os.
In past& works was fragrant deskilled. )ut now the work is multi skilled and performed y
team work.
In past& communication system was centrali3ed& ut now the system is decentrali3ed.
In past& workers were untrained and no training session was held ut now the separate
training institute A)* has een estalished.
Page 7>
!UMA$ <I."#(IT3 I$ /O#= PLA"
Another influenced laor management relation is human diversity in the work place. All workers do
not elong to same age& race& religion& e'perience and #ualification so the needs of this highly
diverse work force are different as well.
Fhile making decisions aout companys work force -A./00,I12 department keep in mind the
diversity level of the employees and provide them e#ual employment opportunities& promote the
employees on seniority asis and provide e#ual compensation rate to all employees according to
their grades.
U$IO$ MA$A1"M"$T A$< "MPLO3""(
In A)* union plays an important role in laor management relation. President and memers of
union are selected y fair election within the head office and in all regional offices of A)* y the
suordinate staff. ,he selected memers of union deal with all issues and disputes regarding
employees. ,he president of union negotiate with Senior 2eneral -anger 8-A./00,I129 on
different matters such as suspensions& terminations& promotions& onuses& annual increments&
health facilities and other enefits of suordinate staff.
%nion and management signs contract for employees welfare and settlement of disputes etween
them without work stoppages. In A)* management and union negotiate for collective argaining& a
process y which terms and conditions of employment are estalished. ,he process is argaining
ecause it involves gives and take and ordinarily the making of contract. ,he contract which is
result of negotiation is called a collective argaining agreement and it regulates the relation
etween management and employees.
Page 7?
STRENGTHS
Allied )ank *imited has certain strengths which are different from the other )anks.
ABL is the first M)slim Bank of the world& which is owned and managed y its own employs.
,his is the iggest strength of the )ank. A feeling of ownership is present in every employ&
which not only helps in increasing the productivity of employs ut also creates sincerity with
the )ank in them.
Strength is the high motivation of employees to their work ecause they know that what so ever
they do& it will e in their own enefit. ,hey know that the profit& which they will earn& will e
distriuted among all the employees. So they work with high motivation and concentration.
Salaries are very reasonale& so the employees are not financially distured and they devote
their selves fully to their work.
,hey have wide area network in all over the Pakistan& so that they cover a lot of portion of cash
transactions and make customer satisfied.
,he )ank has very strict rules and regulations aout the customers complaints. ,he customers
are treated as very special persons in the )ank.
WEAKNESSES
1o entertainment facilities are availale in the )ank when customer goes to the )ank and wait
for a longer time. ,hese facilities can e the newspaper& maga3ines& etc.
Advertisement of A)* is not such goods as of other anks.
Page 7@
SWOT ANALYSIS
$ut look of the ABL ranches is not attractive to the people.
As compare to other private commercial anks the limited ranches of A)* are computeri3ed.
OPPORTUNITIES
,he policies of the new government to uplift the economy and pursue financial sector reforms
are e'pected to yield positive results in the anking industry of the country. ,he A)* is very
well praised to avail promising opportunities.
As a result of the different steps taken y the 2overnment regarding the etterment of the
economy& small orrowers are attracted to get the financing and start small usinesses. So& the
A)* has an opportunity to attract the customers y giving them attractive schemes.
,hey have wide area network in all over the Pakistan& if A)* can make it possile the fast
delivery of fund from aroad t-A./00,I12ough online anking& it can cover the ma!or
market of Pakistan which still is capturing y SHundi.
TMARKEETINGEATS
<irst t-A./00,I12eat is that of political influence. ,-A./00,I12ee oards of directors
are of government. So that they can influence on the decisions of the A)*.
,he iggest t-A./00,I12eat in the anking sector is the continuous downfall of the country
economy since the last few years. If this downfall remains for more few years then it may e
the great hindrance in achieving the )anks o!ectives.
1ew Privates )ank coped with emerging new ,echnology of I,
Page :;
(/OT Analysis;
(T#"$1T!(;
o Strongest $nline System
o *argest A,- 1etwork 8Powered y $.A6*0 0.P9
o Shifted from nationali3e to contemporary area of anking
o Strong corporate culture
/"A=$"(("(;
o )ranches are not renovated in some areas
o 1o use of electronic media for promotion of services
o 1o proper -A./00,I12 -anagement
o 1o proper segmentation
OPPO#TU$ITI"(;
o -ake Personal loans
o 6ar leasing
o .educed transaction charges
o %se of media for promotion
TMA#=""TI$1"AT(;
o Strong competition among : 2IA1,S
o <inancial recession
o Attitude of customers
o <alling /I)0. rates
Page :1
President L 60$
6hairman
)oard of director
2roup chiefs
1orth Rone 6entral
Rone 1
6entral
Rone 2
South Rone
.egional
heads
)ranch
mangers
!I"#A#!3 L"."L
Boar*
of
<irectors;
o Pervai3 I#al )utt 84irector9
Page :2
o <arrakh Eayum 84irector9
o Adul A3i3 /han 84irector9
o Sheikh Dalees Ahmed 84irector9
o -uhammad Afta -an3oor 84irectorLPresident 5 60$9
o -ohammad 1aeem -ukhtar 86hairman9
o -ohammad Faseem -ukhtar 84irector9
o Sheikh -ukhtar Ahmed 84irector9
o ,asneem - 1oorani 84irector9
o 1a3rat )ashir 84irector9
o -uashir A. Akhter
MARKET PLAN
Problem:
Allied bank is more focused towards its corporate clients. Allied Bank is now planning to
focus more towards consumer portfolio. Besides its corporate clients, its now
planning to serve and penetrate more into consumer markets.
Situational Analysis:
Allied Bank Limited is engaged in commercial banking and related services. The Bank has
a network of more than 700 branches. The Banks lending products include
seasonal finance, agricultural finance, trade finance, running finance and demand
finance. The ompan! offers leasing for machiner!, commercial vehicles, vehicles
and e"uipments. The Bank provides lease facilities for balancing, moderni#ation,
replacement and e$pansion schemes to corporate and commercial clients in all
industrial enterprises. The bank has pla!ed a ke! role in the compan!s economic
growth b! providing a vast amount of funds to large industrial and corporate sectors
of the econom!. The bank has the largest AT% &etwork in the countr! and it is
among the ' ()A&T* +Top ranked banks, of the countr!.
MARKET SEGMENTATION:
Allied Bank is providing its banking facilities in ever! area of the countr!. )t has no specific
segment. The Bank is catering the needs of large industries and multinational
companies as well as individuals, corporate, business men etc.
o Geora!"i# Sementation:
Allied Bank has 7-' online branches all over .akistan. The Bank has divided its branches
into four regions/
o &orth 0one
o entral 0one 1
o entral 0one 2
o *outh 0one.
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0very ranch is linked online with the other ranch across the country.
o $emora!"i# Sementation:
%& Ae:
Allied Bank targets all those customers above 13 !ears of age.
'& Gen(er:
Allied Bank provides its services to all of its customers regardless of their gender.
)& So#ial Class:
Allied Bank mainl! targets corporate level. But it provides its banking services to people of
ever! class.
o *e"a+ioral Sementation
4nowing the behavior of its customers and giving them the best is vital for ever!
organi#ation. *o as Allied Bank deals with all kind of people either literate or
illiterate. *o in this regard Allied Bank has given name to some of its schemes and
accounts in urdu. 5.g.Behtar %unafa Account, Allied Bachat *cheme which b!
name gives the concept to an illiterate customer that what kind of benefit lies in this
particular product or service.
TARGET MARKET:
Allied )ank is catering the needs of large industries and multinational companies as well as
individuals& corporate& usiness men etc. Its main target is corporate clientele.
COMPETITORS, ANAL-SIS AN$ COMPARISON:
.uality le+el/ Ser+i#e (es#ri!tion 0 1eatures/ #ore #om!eten#ies o1
#om!etitors
Allied Bank is among the ' ()A&T* +Top ranked banks, of the countr!. )t has direct
competition with the following banks/
o &ational Bank
o 6abib Bank
o %uslim ommercial Bank
o 7nited Bank
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All these banks have almost e"ual revenue as of Allied Bank and the! have almost same
number of branches operating in ever! area of the countr!. %oreover Allied Bank
mainl! focuses on corporate clientele, while all these 8 banks are more focused
towards consumer portfolio and consumer market. Allied Bank does not use
electronic media or other important modes for the promotion of its services,
whereas other banks use different means for efficient marketing of their services.
ore ompetencies;
All the aove mentioned anks have almost e#ual revenue as of Allied )ank and they have almost
same numer of ranches operating in every area of the country. -oreover Allied )ank mainly
focuses onG
1. 6orporate clientele& which helps in generating large amounts of revenue as corporate clients have
mush more to invest. Fhile all these 7 anks are more focused towards consumer portfolio and
consumer market.
2. Allied )ank does not use electronic media or other important modes for the promotion of its
services& whereas other anks use different means for efficient marketing of their services.
". Allied ank has the largest online anking system.
omparison;
Allied ank is the only ank in Pakistan which does not charge a person some e'tra money if
heTshe withdraws money from another anks A,-. while all its competitors charge some amount
upon withdrawal from other A,-s rather than their own A,-s.
Allied )ank emphasi3es on #uality and hence there is an online A,- repair system which keeps
track on all the A,-s of Allied ack resent all over Pakistan. As soon as a
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problem is detected in an! of the machines, a team is sent on the spot to identif! and fi$
the problem to ensure "ualit! service to the privileged customers.
.uality Le+el o1 A*L
ABLs )nvestment Banking team won its first ma9or award in &ovember 200:,
for ;The orporate <inance 6ouse of the =ear, 200'>200:? b! the <A Association
of .akistan, the local bod! of the <A )nstitute, 7*A.
<or its consistentl! superior performance, ABLs )nvestment Banking team was
once again awarded ;The orporate <inance 6ouse of the =ear, 200:>2007? award
b! the <A Association of .akistan, the local bod! of the <A )nstitute, 7*A. This
award was given to ABL based on its highest value and number of )nvestment
Banking and Advisor! Transactions concluded during the period @ul! 200: A
Becember 2007.
ABLs )nvestment Banking 7nit has also received international recognition b!
;The Banker? maga#ine 74, which has honored ABL with the ;The Banker Beal of
the =ear 2003 A .akistan? award for its successful Cs.1- Billion balance sheet
restructuring of %aple Leaf ement <actor! Limited +the largest financing arranged
for a cement factor! in .akistan,.
%oreover Allied Bank is the most preferred bank because of/
o Timel! ompletion of %andates
o 6ighl! talented and e$perienced anal!sts
o An emplo!ee focused work culture
o <le$ible deliver! models to satisf! client specific re"uirements
o A cost effective, one window solution for customers
o )ts abilit! to rapidl! adapt to changing industrial and client specific processes
o ,he dedicated S,ransaction -anager -odel ensuring high #uality service at all times.
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PRO$2CT
PLAN
Pro(u#t
Pro*)ct <escription F 0eat)res;
Allied )anks products are divided into t-A./00,I12ee su categoriesG
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orporate;
,he 6orporate Investment )anking 2roup 86I)29 holds the anks loan portfolio and en!oys a
leading position in corporate lending in the country. It offers a wide range of financial services to
medium and large si3ed pulic and private sector entities. ,hese services include providing and
arranging tenured financing& corporate advisory& underwriting& cash management& trade products&
corporate finance products and customer services on all ank related matters.
ons)mer;
In line with the anks aim to provide a host of products and services to its customers& sustantial
ground work has een done to estalish a strong consumer anking usiness. <urthermore& to
achieve this o!ective& professional from across the industry have een recruited into areas of
product development& sales& credit policy& research& consumer analytics& call centers and service
#uality departments.
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,he consumer portfolio& comprising the deit card& credit cards& auto loans& personal loans and
mortgages will e estalished phase y phase. However& we are confident that our strengths&
together with our largest network of online ranches& a superior technology platform& a ig
customer ase and the 6onsumer Personal )anking 2roup 86P)29& will take the anks
profitaility to new heights.
.isa re*it ar*s .isa <ebit ar*

ommercial;
,he 6ommercial 5 .etail )anking 2roup 86.)29 offers a variety of asset and liailityAased
retail products to its customers. ,he 2roups main focus has een on introducing various financing
and investment products for its valuale clientele& and contriuting to the steady growth of the
financial industry.
6.)2 consists of 7 geographic groups and is further divided across 2> regions in Pakistan. 0ach
region is responsile for providing a #uality service to its own customerAase. 6.)2 is consistent
in lifting the )anks rand image y emphasi3ing on good customer services and developing
commercial assets and a cost effective deposit ase
omparison;
Allied )ank offers the lowest deposit rate on its savings account as compared to its competitor H)*
8Hai )ank *imited9.
$ne can get a return of ?H y depositing an initial minimum amount of .s& 2;&;;; while in H)*&
the minimum initial amount is .s. 2:&;;;.
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Allied ank offers a wide variety of deposit and saving schemes such asG
)ehtar -unafa Account
)ehtar -unafa ,erm deposit
Allied -unafa Account
Allied )achat Scheme
Allied eASavers Account
Allied )usiness Account
Fhile other competitors do not offers such wide variety of schemes.
P#I"
(etting the Prices;
Allied )ank sets the prices for its products in the following mannerG
&% (electing the Pricing Ob'ective;
,he pricing o!ective should e set according to what customers can easily pay. As Allied )ank is
now focusing towards consumer markets& it chose penetrating pricing as its pricing strategy. It sets
a low price for its products and services and a high interest rate as compare to its customers to get
the ma'imum market share.
,% <etermining <eman*;
,he nature of demand for anking services is elastic. ,here are a huge numer of commercial anks
operating in Pakistan and this demand for commercial anking is increasing as the numer of
customers is growing day y day. So for meeting the demands of its customers and to have a large
market share& Allied )ank keeps the prices low for its customers.
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-% "stimating osts;
Allied )ank adopts Target osting for their offers and terms to its target customers. ,hey analy3ed
the environment for commercial anking to estalish its desired functions and the price at which
the products will sell given its appeal and competitors prices. ,he main o!ective of Allied ank
for estimating costs is to ring the final cost pro!ections for its products and services into the target
cost range.
6% Analy+ing ompetitorsA ostsC Prices an* Offers;
)efore setting prices for any of its product or service& Allied )ank analy3e the costs& prices and
offers of the 7 2iants i.e. its competitors. Allied )ank customers en!oy the highest interest rates on
their transactions as compared to any other ank. Also Allied )ank is the only ank in Pakistan
which does not charge a person some e'tra money if heTshe withdraws money from another anks
A,-. while all its competitors charge some amount upon withdrawal from other A,-s rather than
their own A,-s.
:% (electing a Pricing metho*;
Allied ank adopts ,arget .eturn Pricing method for determining the price that would yield its
target rate of return on investment 8.$I9. Allied )ank en!oys long term relations with its customers
y providing them anking facilities at the highest interest rate than any other commercial ank in
Pakistan.
Suppose the ank has invested 2million rupees in providing the A,- facility and wants to set a
price to earn a>; percent .$I& which is 17&;;&;;; rupees. ,he targetAreturn price is given y the
following formulaG
,argetAreturn price U unit cost J desired return V invested capital

%nit Sales
U 2:; J ;.>; ' 2;;;;;;;
>;;;;;;;
U 2:; J ;.2 U 2:;.2
,he ank will reali3e this >; percent .$I provided its costs and estimated sales turn out to e
accurate. )ut what if sales do not reach >;;;;;;; customersQ ,he ank can prepare a reak I even
chart to learn what would happen at other sales levels.
<i'ed costs are :;;;;;;; rupees regardless of sales volume. ,otal costs e#ual the sum of fi'ed
costs and variale costs.
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,he total revenue and total cost curves cross at =2;;;;;; customers. ,his is the reakAeven
volume. It can e verified y the following formulaG
)reakAeven volume U fi'ed cost
8price I variale cost9

U :;;;;;;;

82:;.2 I 272.1"9

U =2;;;;;

BreakBeven hart
D% (electing the 0inal Price;
Selecting the final price for any of any of its product or service re#uires Allied )ank to keep in
view the following thingsG policies set y State )ank of Pakistan& /I)0. rates etc. It gives 1:H
interest for every transaction amounting 1 million rupees.
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PLA"
Allied )ank has >": online ranches all over Pakistan. Its head#uarter is located in /arachi. ,he
ank is providing its services in the remote areas as well.
Selecting a location for a new ranch re#uires the following thingsG
Analysis of competitors in that location.
1umer of potential customers.
Safety and security measures for staff& employees and customers in the area.
,here should e enough space for e'pansion if its re#uired in future.
P#OMOTIO$
Allied )ank do not use any tool for the promotion of its products or services& ut it plans to use the
following promotional tools in the near futureG
Advertising 8t-A./00,I12ough print and electronic media9
Pulic relations
(AL"(
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(ales Metho*ology;
Allied ank uses usinessAtoAusiness 8)2)9 and usinessAtoAcustomers 8)269 methods for the
sales of its products and services. It provide its services to corporate clientele and also to the
consumer markets.
FUTURE PLANS
Some future plans of A)* are as followsG
Installation of A,-s in every ma!or city of the country.
6omputeri3ation of all the ranches t-A./00,I12ough out the country. In the first instance
a target of 2:; ranches has een set. Among them aout all the ranches of *ahore and
/arachi have een computeri3ed.
Shares Investment Scheme i.e. )ank will trade in shares of different renowned companies to
earn profit.
Purchase of Sick %nits& reuild them and make them profit earning institutions.
SUGGESTIONS
<ollowing are some oservations and suggestions during the internship.
Fhen giving the loan& the )ank must carefully analy3e the past si' months transaction history
of the orrower. ,his will help in !udging the dealing ehavior and financial status of the client.
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FUTURE PLANS AND
In most cases& this thing is not properly done and it is the ma!or reason of default of many
clients.
,he )ank should keep the proper che#ue on stock which is hypothecated. A te'tile owner may
ret the loan on same 1;&;; ales of cotton from checking system of the )ank.
,he )ank should have the moving cameras in their ranches for security purposes.
,he )ank should try to give more loans to the small orrowers as the past history shows that
most of the loans given to the corporate orrowers have converted into ad dets.
,he )ank has a lot of financing schemes ut there is very little advertisement of these schemes.
So )ank should increase its advertisement.
Fhen any one comes to operate the lockers& then the things which he keeps in locker should e
checked t-A./00,I12ough metal detector for security purposes.
All the )ank )ranches should e getting online to provide the #uality and speedy services to the
customers and also remain competitive in the market.
-ost of the ank employees are sticking to one seat only& with the result that they ecome
master of one particular !o and loose their grip on other anking operations. In my opinion all
the employees should have regular !o e'perience t-A./00,I12ough !o rotation. ,he
promotion policy should e ad!usted.
,he circle of A,- machines should e'tend in all the ma!or cities of Pakistan.
0very year some of the employees should e sent for training to other countries and employees
from other ranches should e rought here. -ore reading material should e rought L
provided in the reference .oom& it should e relevant and its purpose should e to educate the
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employees with the advance studies in their field. ,he employees should e provided the
opportunities to attend and participate in seminars and lectures on anking.
CHAPTER NO. 7
ritical analysis of the theoretical concepts in connection with practical
e?perience ;
In human recourse management& we have a lot of matters to deal with human recourses
management. it has ecome a ackone of any organi3ation to develop 5 groom itself in the
modern world all the departments within the organi3ation have importance ut human recourses
management is a department which has a uni#ue importance in any organi3ation whether it is
manufacturing or trading organi3ation why this department is or has ecome so uni#ue the reason
is that it is department which is responsile for such functions 5 activities that are helpful for an
organi3ation to groom 5 develop its other departments .
,his department which gives the real picture of all the departments performance y
conducting performance appraisal of the employees& it is the department which analysis which
employees need to e trained or develop to make him or her perform what is capale of. -oreover
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this department is also responsile for the friendly and etter relationship etween the laor and
management of an organi3ation.
Practically& it is very important to implement what we study theoretically. Fhat I have
oserved is that in a country like Pakistan the practical application of the topic which we study is
rarely seen with in the organi3ations. ,he organi3ation working here in Pakistan have there own
cultures& environment& attitudes and psychology. ,his is what I perceive why there is less
implementation of the real theory here in Pakistan as compared to the organi3ation working in
America& 0urope or other countries of modern world.
Fe have !o analysis which is comination of two things i.e. !o description and !o
specification we deal with !o analysis methods as !o performance oservation interviews and
structure #uestionnaires for the sake of !o evaluation.
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In my critical analysis of the theoretical concepts regarding practical e'perience I here y came to
know some shortcomings of the A)* so& I feel them to e change.
,he following can e found as shortcomings in my oservations.
<irst of all -A./00,I12 department is not performing those functions which I should e
only a limited numer of functions -A./00,I12 department has een performing& like
performance appraisal& need for training and development off and on the !o
,he numer of people working in -A./00,I12 department is very few
,he head of department is a psychologist. Fhat I think that the head of this department
should e an e'pert in -A./00,I12- i.e. should e an -)A
Another weakness is that it is not as much strong& well designed& well congested regarding
numer of employees etc as are the other department of this organi3ation.
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-oreover there is another which has to coAoperate -A./00,I12 department and has to
perform many functions along with -A./00,I12 department.
-ost of people working in -A./00,I12 are not well educated like many other
departments of A)* most of people are graduate are some are intermediate.
Another shortAfall in department is that all the personnel positioned at specific posts& have
een working at the same spots for four years& so there is no !o rotation in this department&
so they have to do the dame work tome and again.
Another weakness what I saw in -A./00,I12 department is that the seniors are not so
much coAoperative to their !uniors perhaps the reason is that the !uniors are more #ualified
than the senior staff.
,here seem to e no innovation in -A./00,I12 department. ,hey perform the functions
on the same line what the top management has designed.
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,he following are some recommendations 5 suggestions for the improvement of
-A./00,I12-.
1. ,he -A./00,I12 department should e designed 5 well organi3ed on the same grounds
on which are the other departments of the organi3ation
2. ,he numer of personnel working in -A./00,I12 department should e increased up to
certain numer that would e enough to perform all the -A./00,I12 functions
". -A./00,I12 department should take the responsiilities of all the ma!or 5 well as
minor functions of -A./00,I12& from !o design to the matters of health 5 safety.
7. I think a wellAe'perienced personnelAhaving #ualification of -)A 8-A./00,I12-9
should e appointed as -A./00,I12 manager instead of eing having a psychologist or
simply a -ac. Psychology
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:. Fell educated& energetic 5 well sophisticated personnel should e appointed in oth&
-A./00,I12 department improves the efficiency of -A./00,I12- functions& more
over the employees currently working in this department should e encouraged to improve
the performance.
=. ,here must e !o rotation of all the employees working in A)* all the personal should e
given opportunity to do some work on different position with in the department.
>. ,here is a need to develop a sense of cooperation among the senior employees of
-A./00,I12 department. Seniors must cooperate to there !uniors& in order to improve
the efficiency of workers.
?. -A./00,I12 department should e developed on modern grounds while keeping in view
the needs of the age.
@. -A./00,I12 department should provide the training to all the workers working in A)*
to increase the performance as a whole.
1;. Seminars are should e conducted for training in order to improve performance.
11. Fhen targets achieved management should give rewards.
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#"0"#"$"(;
4ales H. )each& (People At Fork+.
0mployees -anual A)*.
Hofer& 6. F.& 5 Schendel& 4.& (Strategy <ormulationG Analytical 6oncepts+& Fest Pulishing&
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Dohnson& 2.& 5 Scholes& /. (0'ploring 6orporate StrategyG ,e't and 6ases+& 2)& 1@@=.
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Porter& -.& (6ompetitive Advantage+& <ree Press& 1@?:.
Fei-A./00,I12ich& H.& 5 /oont3& H.& (-anagementG A 2loal Perspective+ 1;
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edition&
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