HSBC Formerly Named The Hong Kong Banking Marketing Essay

HSBC Formerly Named The Hong Kong Banking Marketing Essay 1. Introduction HSBC formerly named the Hong Kong and Shanghai Banking Corporation Limited was established 1865. With assets of US $1,502 billion, HSBCs international network comprises over 9,500 offices in 76 countries and territories in Europe, the Asia-Pacific region, the America, the Middle East and Africa. This paper examines HSBCs International Business Strategy with particular emphasis on North America and the US. Firstly, the relevant literature on International Business is reviewed and a comparison between the literature and HSBC is presented. Secondly, HSBCs business environment is looked at; analysing such factors as industry competitiveness. Next, HSBCs International business strategy is critically evaluated and finally, a conclusion along with recommendations is provided. 2. Literature Review The rapid globalization of business in the last two decades has prompted an increasing number of firms to develop strategies to enter and expand into markets outside their locations (Osland et al. 2001:153). Reliability on solely domestic markets is therefore a reliable source for competitive advantage (Rugman Collinson, 2006). Firms must therefore develop strategies of Internationalisation in overseas markets. According to Johanson and Wiedersheim-Paul (1975:306) the term international refers to the activities implemented abroad or attitude of the firm towards foreign activities. Relevant studies on the banking industry and HSBC will be examined below. According to Hoskisson et al., 2000; strategies are moderated by the characteristics of the particular context in which firms operate. In particular, institutions-the rules of the game-in the host economy also shape firm strategies such as foreign market entry (Peng, 2003; Wright et al., 2005). In a broad sense, macro-level institutions affect transaction costs (North, 1990). However, traditional transaction costs research (exemplified by Williamson, 1985) focuses on micro-analytical aspects such as opportunism and bounded rationality. This consequently raises questions on macro-level institutions, such as country-level legal and regulatory frameworks, influence transaction costs have been relatively unexplored, remaining largely as background. However, a new movement in research posits that institutions are far more than ancillary elements, and that institutions directly influence what resources a firm has at its disposal as it strives to develop and launch strategy. An analysis of theory developed specifically out of changes to global markets shows little development of the standard theories of market segmentation, differentiated pricing and appropriate distribution channels which underpinned local and domestic marketing theory. However, the literature over the past five years has shown a particular set of theoretical models specific to global marketing. Hollensen (2007) discusses the Uppsala International Model demonstrating a sequential pattern of entry into international markets with an increasing commitment to overseas markets as the international experience of the firm grows (Johanson and Vahlne, 1977). Hollensen (2007) contrasts this with a traditional approach of what is termed as the Penrosian tradition which is based on economy of scale and a cost-led approach working from the firms core competencies. Dunning (1998) suggests a similar Ownership-Location-internalisation (OLI) framework identifying an ownership advantage of establishing overseas production facilities, a locational advantage which builds a logistics network around the overseas production and, finally, an internalisation advantage where it must be economical for a firm to utilise the previous two advantages rather than sell them to a foreign firm (Hollensen 2007). Similarly, the standardisation-localisation model focuses on specific choices related to internatio nal market entry and the identification of risk mitigation factors salient to international marketing. Baker, M (1993) recognises the risk mitigation inherent in internationalisation, protecting the firm from adverse fluctuations in the national economic cycle. Hollensen (2007) concurs, outlining the ownership, operating and transfer risk in being attached purely to domestic markets. All of the literature is strong on identifying the risks of domestic-based marketing; however there is scant coverage of the specific risks of internationalisation. 2.1 The Strategy of International Business Firms operating in the global marketplace are required to balance concerns for globalisation (economic integration) with national responsiveness (Rugman Collinson, 2006). Globalisation is defined by Rugman Collinson (2006:454) as the production and distribution of products and services of a homogenous type and quality on a worldwide basis. National responsiveness is defined by Rugman Collinson (2006) as the ability to understand different customer requirements in different countries and responding to those local demands by providing the required products and services. Globalisation strategy advocates claim that human needs are homogeneous in every country supporting product standardisation within world markets (Levitt 1983 cited in Schlie and Yip, 2000). Some authors however argue that the globalisation strategy fails to address customer needs in national markets (Rugman Collinson, 2006). In order to analyse the distinction between integration and national responsiveness Figure 1 (Adapted from Bartlett and Ghoshal) will be used. Fig. 1 Source: Bartlett and Ghoshal, 1989, in Rugman and Hodgetts, 2001, p.335. As highlighted above, quadrant 1 represents high economic integration and low national responsiveness. This is a global strategy used by firms to achieve economies of scale (Rugman Collinson, 2006). Quadrant 4 represents high national responsiveness but low economic integration. This is a national responsiveness strategy used to customize products/services to local demand(Rugman Hodgetts, 2001). Quadrant 3 meanwhile, represents both high economic integration and national responsiveness. Quadrant 3 is the most demanding of all and is also where many successful transnational firms operate (Rugman Collinson, 2006). Finally, quadrant 2 is where the need for national responsiveness and economic integration is low. The banking industry uses a combination of mergers, acquisitions, subsidy and Greenfield strategies. However, economic integration is counterbalanced by national responsiveness in terms of how each strategy is designed and implemented (Rugman Collinson, 2006) given that consumer needs may differ from region to region indicates that a product or service introduced in one part of the world is usually rejected by consumers in other parts of the world (Rugman Hodgetts, 2001). HSBC provides a good example in relation to the notions mentioned above. Although, HSBCs international network comprises over 9,500 offices in 76 countries, its entry into the US began as a weak and poor performer. Peek et al. (1999) found that US subsidiaries of foreign banks generally perform poorly due to acquisition of unsuccessful US banks in conjunction with the inability to improve performance sufficiently. Taking this into consideration, HSBC pursued a localisation strategy in different regions of the worl d which is similar to Barclays use of integration in tandem with national responsiveness. 3. The International Business Environment of HSBC In order to understand HSBCs International Strategy, the companys business environment is going to be examined using Porters five Forces because as Sandler (2007:3) points out many of the problems and opportunities affecting a single firm may be associated with broader based systemic issues impacting an entire industry. Secondly, HSBCs business environment is going to be studied using pestle analysis. 3.1 Porters Five Forces Theory Porters 5 Forces theory demonstrates the influences of the five competitive forces which are used to define the characteristics of the target market (Crum 1998, p.307). The main competitive forcers include Porters 5 Forces theory demonstrates the influences of the industry competitiveness (Rugman Collinson, 2006) (See Appendix 1). 3.1.1 Level of Competition (Rivalry) Competition in the banking industry is extremely fierce and HSBC is in strong competition with other major banks, such as Barclays and Lloyds TSB. In an environment of strong competition, banks will find themselves involved in intense price competition. HSBC can avoid price competition by differentiating themselves from the competition as expressed by Porter (1985). HSBC also has competition online debit, insurance and mortgage companies that offer competitive prices. 3.1.2 Threat of Substitutes The threat of substitutes for HSBC is low because money cannot be replaced. However HSBC do have enormous competition from other banks and mortgage lenders and if customers are not happy with the prices and services they are receiving from their bank, they can easily move to a competitor. 3.1.3 Threat of New Entrants The threat of new entrants is extremely high, and not only from banks. Companies such as Sainsburys and Virgin also sell financial products. Ind Bjerke (2007) believe that brand loyalty is an important marketing factor, and HSBC certainly has this advantage. Customers may want a personal service, so the threat of small bank operators whom offer an intimate experience may be favoured over a large bank, such as HSBC (McDonald 2007). HSBC have been operating for many years and therefore has a lot of knowledge and customers can trust them. A new entrant would not have this advantage; especially in many of the countries that HSBC operates such as China, where trust is imperative to the culture (Brett et al 2006). Bargaining Power of Buyers Bargaining power of buyers is extremely high as customers can switch to a rival company with lower rates and offers such as free mobile phone insurance. The customer has the choice of going to a wide array of high street branches and therefore has great power which can affect the market share of HSBC. HSBC need to ensure that they offer something more than the other competing banks, such as holiday insurance. 3.1.5 Bargaining Power of Suppliers Bargaining power of suppliers with regards to HSBC is twofold. Firstly HSBC rely on its customers (suppliers) to bring in its product (money), therefore the bargaining power of suppliers is very high. Secondly, the suppliers are not a threat to HSBC because it is unlikely that they will open their own bank, so the bargaining power of suppliers here is very low. Table 1. Summary of Porters Five Forces Analysis Force Intensity Level of Competition High Threat of substitutes High Threats of New Entrants Low Bargaining power of buyers Very High Bargaining power of suppliers High Pestle Analysis Political Obtaining funding from the money markets has become more costly for HSBC as a result of uncertainty in financial markets and shortage of funds caused by the global credit crisis (BBC 2008). Because HSBC has branches all over the world, they must comply with changes in legislation with regards to their countries of ownership. An example of this was in 2006 when Vietnamese regulations proposed to increase the foreign ownership cap from 10 per cent. As a result of this new regulation, HSBCs FDI rose by 55 per cent (HSBC 2007). HSBC are also affected by political instability. This occurred in Thailand in 2006 when the political crisis had a negative impact on consumption patterns and the number of people taking out loans dropped, oil prices and interest rates increased. Due to all these issues, HSBC only reported a 4% growth in the Thai economy, far less than the other Asian banks (HSBC 2006). Other wars and conflicts in HSBC operating countries will have a direct negative impact on the company. 3.2.2 Economic The credit crunch has seen many major banks tighten their lending criteria in order to reduce the number of credit write-offs. Barclays recently wrote off  £1.67billion, Lloyds TSB  £1.26billion and HSBC  £943million (Hosking 2008). HSBCs profit before tax in 2007 was  £4,081million, and the bank reported a strong start to 2008 despite the global financial crisis. In the first quarter of 2008, HSBCs profit was ahead of the equivalent period last year (HSBC 2008). Compared to other major banks, including Barclays and Lloyds TSB, HSBC is doing well in the face of the crisis. Changes in foreign exchange rates affect HSBC and new frameworks, similar to one introduced in 2007 by the International Monetary Fund causes instability for HSBC (BBC 2007). Consumer perceptions at the emerging economic downturn has people concerned about their spending patterns and less likely to take out loans and spend what they have. Many banks have been withdrawing mortgage offers, however HSBC are now offering competitive rates (Budworth 2008). Due to their differentiation strategy, consumers are attracted to their mortgages. Social A report published in the Independent newspaper highlighted the fact that the number of people going to University increases each year, hence people are becoming better educated (Hilpern 2008). The range of services that HSBC offers to university students has increased over the years, however there have been recent campaigns against HSBC from Student Unions with regards to interest free overdrafts students receive upon leaving University (Coughlan 2007). Housing trends greatly affect HSBC and the current economic crisis has meant that major banks, including Barclays and Lloyds TSB have been urged to cut interest rates (Murchie 2008). Technological The Internet has consolidated itself as a very powerful platform that has changed the way businesses operate (Pieter 2007). People now have access to their finances easily, in any location and for 24 hours. There is vast room for improvement of M-Banking (mobile banking). People are so dependent upon mobile phones and have easier access to their mobile than a computer. The GLT (Global Technology Centre) within HSBC are responsible for new technological advances and operate throughout Europe, Asia and Africa. Environmental With growing environmental pressures, HSBC has become the worlds first major bank to become carbon neutral. HSBCs commitment to change ensures that they provide environmentally responsible advice to lenders and have become involved in a variety of initiatives, including the introduction of renewable energy technology, water and waste reduction programmes and employee engagement (HSBC 2007). Consumers have the option to go green with HSBC and reduce the impact on the environment by saving paper and energy. Customers will receive email statements instead of paper statements, there are no cheque or paying-in books and the customer will be contacted by telephone instead of post (HSBC 2008). Legal HSBC must comply with a wide array of laws and regulations, including consumer protection. Consumer complaints have been paramount in the media lately regarding high bank charges for overdraft limits. The High Court has now ruled that bank charges are to be assessed under consumer protection law. It is now up to the Office of Fair Trading (OFT) to decide the fairness of bank charges. Because of this new legislation, consumers have received millions of pounds back from these charges (Pollock 2008). HSBC has to comply with data security measures set by the Financial Services Authority after HSBC admitted to losing a disk that contained the personal details of 370,000 customers in March 2008 (Booth et al 2008). 4. EVALUATION OF HSBCS INTERNATIONAL BUSINESS STRATEGY 4.1 HSBCs Entry into North America HSBC began its growth in North America by acquiring failed and weak banks. In effect, shareholders lacking a comparative advantage relative to HSBC, with respect to owning and governing given banks or branches (Lichtenberg and Siegel, 1987), sold them to HSBC. Generally, growth through acquisition is difficult to execute as it is vulnerable to problems of over-reach due to managerial hubris (Roll, 1986; Baradwaj et al., 1992 Seth et al., 2000). One cannot arrive at strong conclusions from studies of the profitability of subsidiaries. Banks transfer profit across borders (Demirgà ¼Ãƒ §-Kunt Huizinga, 2001), and foreign banks may prefer to book some business from their headquarters (Peek Rosengren, 2000). One may surmise that HSBC initially chose to acquire weak banks as much out of necessity as design. For any given size, a profitable bank will cost more than an unprofitable one, so in order to achieve diversification goals, HSBC needed to acquire large banks. Now that HSBC is one of the worlds largest banks, whether one measures by market capitalization or total assets, it has more flexibility. Banking concentration is apparent in many developed countries (Marquez Molyneux, 2002). In response, policymakers within these countries have restricted banks from further domestic mergers and acquisitions. Some recent failed attempts in Canada are a case in point (Tickell, 2000). Growth opportunities therefore arise through cross border growth. Interestingly, each of the owners of the largest subsidiaries of foreign banks in the US is disproportionately often the largest bank in its home country (Tschoegl, 2002 2004). Strategy viability assessment is the classic area of determining how a foreign firm competes against local facing lower cultural issues (Zaheer, 1995). One issue then is whether having operations in contiguous countries represents a competitive advantage. Tschoegl (1987) Dufey Yeung (1993) have argued that, where markets are well developed and competitive, there is no reason to expect foreign banks to be better than local banks at retail banking. At the same time th ere is evidence for the existence of a liability of foreignness vis-à  -vis the foreign banks host-country competitors (Parkhe Miller, 2002). Of course, there is also evidence that suggests that, the liability is minimal (Nachum, 2003) or wanes over time (Zaheer Moskowitz, 1996). However, these last two studies examine the liability in the context of corporate and wholesale banking markets. The liability may be more salient in the retail markets, where national differences between the home and host market are likely to be more profound. Claessens et al. (2001), Demirgà ¼Ãƒ §-Kunt Huizinga (1999) found that foreign banks tend to have higher margins and profits than domestic banks in developing countries, but that the opposite holds in industrial countries. Similarly, Dopico Wilcox (2002) found that foreign banks have a greater share in under-banked markets and a smaller presence in mature markets. This implies there must not be a high expectancy for coss-border mergers in commercial banking within developed regions. One can specu late that on the production side, differences in products across markets and privacy laws appear to be limiting parents ability to consolidate processing. As far as depositors are concerned, there seems to be little value to having an account with a bank that operates in other countries, especially now that travelers can draw cash from networked ATMs. HSBC has a service for wealthy individuals-HSBC Premier-that provides cross border advantages as transfer of an individuals credit rating when they relocate, and some other services. However, these facilities are not available to ordinary accounts. The literature on trade flows is instructive here; the evidence on NAFTA has shown that borders have a substantial damping effect on trade flows (McCallum, 1995). In North America, HSBC is even poorly positioned to take advantage of cross-border retail banking that is currently drawing attention: remittance flows from Mexican workers in the US. Although HSBC now has a strong presence in Mexi co, it has almost no offices in California or other US states with large populations of Mexican immigrants. By contrast, Bank of America, the largest bank in California and in many other US states in 2002, bought a 25 percent stake in Santander-Serfin, Santanders subsidiary, which has amalgamated Mexicos oldest and third largest bank. If there is reason to believe that, HSBC benefits from cross-border demand or production effects, what is left as a source of advantage? One candidate is what Kindleberger (1969) called surplus managerial resources. When a bank such as HSBC can no longer grow at home, it may find itself with a management team that is underemployed in terms of the demands on its time. The bank may then choose to grow abroad when it can combine these surplus resources with what Berger et al. (2000) call a global advantage. As Nachum et al. (2001) point out, the competitiveness of firms depends on the kind of assets that firms can transfer internally from country to country, but are difficult to transfer from one firm to another, even within a country. Still, it is, extremely difficult to measure an intangible asset as subtle and hard to define as better management (Denrell, 2004), especially when, recent events have shown, stock market performance or accounting measures are of doubtful reliability. 5. HSBCs International Business Strategy HSBC, a growth oriented company from earliest days decided to launch concrete strategies to attain market leadership in all sectors operated in. Though the company was amongst the leading players in areas such as consumer finance, personal financial services, commercial and corporate banking, it also wanted to establish its presence in areas such as investment banking, mortgage, insurance and credit card business. To strengthen its product portfolio and geographical reach, HSBC embarked on an aggressive acquisition strategy. The focus was on areas where it was either weak or did not have a presence. Simultaneously, the company launched an aggressive branding exercise to complement its growth strategy. The geographical reach of the bank could be estimated by its presence in the form of the subsidiaries and franchises. It can be said that HSBC uses the multinational strategy since it operates in a range of markets. According to Prahalad and Doz (1987), the prime consideration here is t he extent of pressures for global integration and extent of pressures for local responsiveness. In addition, Schlie and Yip (2000:343) argue, the key in global strategy is to find the best balance between local adaptation and global standardisation. In order to achieve the benefits of globalisation, businesses need to recognise when industry conditions provide the opportunity to use global strategy levers (Yip, 1992). Authors Morrison and Roth, Rugman Verbeke (see Schlie Yip, 2000) maintain that Regional Strategies offer such an optimal balance. In order to analyse the globalisation drivers of HSBC, the Yip Framework drivers for internationalisation was adapted from Yip, 1992. According to Campbell (2002), Yip identified four drivers (See Appendix 2) which determines the nature and extent of globalisation in an industry. Table 2. Globalisation drivers of HSBC Market Globalisation Drivers Global customers Global distribution channels Presence in lead countries Common customer needs Cost Globalisation Drivers Global scale economies Difference in exchange rates High product development costs Rapid change in Technology Government Globalisation Drivers Common marketing regulations Government owned customers (Subsidies) Host government concerns (Policies) Competitive Globalisation Drivers Competitors globalised Competitors from different continents 6. Strategies and Performances of Principal competitors 6.1 Branding and Diversification Brand development creates an identity for businesses which creates a competitive edge depending on its effectiveness (Montoya, 2002). The groups chairman stated commitment to making HSBC one of the worlds leading brands for customer experience (HSBC, 2007). In 1998, the Group adopted the HSBC brand and the hexagon symbol as a unified brand in all the markets where it operated which emphasized its global reach. HSBC adopted taglines such as Your world of financial services in 1999 to enable customer awareness on the range of financial services available for each customer. HSBC ensures that its understanding of varied markets and cultures are integrated into its brand through the tagline The worlds local bank developed in 2002. Similarly its competitors, Barclays uses a branding strategy which promises to deliver value through financial expertise the fluent in finance strapline (Brand republic, 2004) and Lloyds TSB on the other hand, develops a global strategy through the development of a strong brand image by reducing local customization and selectively satisfying common customer demands across markets (Osono et al., 2008:28). Diversification Strategy is the launching of new, retail-focused services, Link with enabling competitive advantage (Hitt, et. al., 2006), Although HSBCs core brand is strong, customer recognition may have saturated, therefore integrating both fresh brands into subsidiaries in tandem enables its growth through Merger and acquisitions providing a competitive advantage, enabling HSBC to play a central role in two of Europes biggest-ever merger and acquisition deals i.e. Mittal Steels hostile bid for Frances Arcelor and German utility company Eons offering for Spanish rival Endesa (Digital look.com 2009). 6.2 Technology use and strategy Through advances in technology, HSBC presents customers with a broad spectrum of financial services including personal financial services and investment banking, amongst others, to create competitive advantage through strategic alignment (competitive potential) (Venkatraman et. al., 1993). Similarly, Barclays and Lloyds TSB use strategic alignment (Service level) to ensure the effective use of IT resources and be responsive to the growing and fast-changing demands of the end-user population (Cio.co.uk, 2010). 6.3 Performance Evaluation It is argued that positive relationships between marketing spend, market share and marketing activities have an incremental impact on market share however this does not apply to the big four banks (Digital look.com, 2009). The graph below demonstrates decline of share prices for RBS and Lloyds in the last two years. Both banks have lost between 75% and 85% of its values in comparison to the past 2 years. Fig2: Market Shares Trends of the Top Major Banks In summary, the results demonstrate varied results for UK banks in 2009. HSBC for example, report significant improvements whereas others such as Barclays and Lloyds TSB demonstrate decline due to the impact of the global financial crisis. In addition, according to Digital look.com (2009), HSBCs success attaining the top of investors is as a result of the following: Largest bank in the UK with a well-capitalised balance sheet. Solid defensive stock with a stable and resilient earnings track record. Well-placed to benefit from the continued economic growth in emerging markets. Currently trading on attractive valuations with a forward P/E of 11.6 times and a dividend yield of 3.4%. HSBC demonstrates a lack of focus and development with regards to investment banking which has prevented HSBC becoming a major player in investment banking. Focus and development is essential for performance improvement due to continuous sub-prime mortgage fallout and credit tightness influences on the retail banking sector (Digital look.com, 2009). The last three years demonstrate the emergence of HSBC as an investment banking brand. 7. CONCLUSION The findings indicate that HSBC dominates the banking industry with record profits, however the bank has reported increasing debts and this will not be helped by the current credit crisis in the US and the UK. As consumers become increasingly aware of the rising cost of living they are likely to shop around for the best interest rates and they are likely to find this on the internet with online mortgage and debt companies. Although the introduction of online banking has proved popular among HSBC customers, the company should ensure that extra security measures are in place that will guarantee maximum security of consumer data. As HSBC is a multinational company and therefore people trust the brand and confidence that their finances are being well maintained, there are development opportunities for the future in destinations, such as Afghanistan and Brazil. 8. RECOMMENDATIONS In order to rectify the shortcomings in its international strategy, the author of this report recommends that consideration be given to the following: HSBC should seek to identify optimal investment packages and strategies HSBC should expand its products and services to suit the various markets and the times. HSBC should focus on driving growth of brands and improving performance by ensuring that their strategies create value and growth. HSBC can stay ahead in competition by offering better services for its customers such as exceptional customer service, environmentally friendly policies including the HSBC Communities Policy which aids developing countries. BIBLIOGRAPHY Amel, D., Barnes, C., Panetta, F., Salleo, C. (2004). Consolidation and efficiency in the financial sector: A review of the international evidence, Journal of Banking and Finance, Vol. 28, No. 10, pp. 2493-2519. Anand J, Delios A. 2002. Absolute and relative resources as determinants of international acquisitions. Strategic Management Journal 23(2): 119-134. Barney JB. 1991. Firm resources and sustained competitive advantage. Journal of Management 17: 99-120 Baradwaj, B.G., Dubofsky, D., Fraser, D.R. (1992). Bidder Returns in Interstate and Intrastate Bank Acquisitions, Journal of Financial Services Research, Vol. 5, No. 3, pp. 261-73 Berger, A., DeYoung, R., Genay, H.Udell, G. (2000). Globalization of financial institutions: Evidence from cross-border banking performance, Brookings-Wharton Papers on Financial Service, Vol. 3 Brand Republic, 2004. [ONLINE]. Available at: http://www.brandrepublic.com/news/214994/sutherland-plays-wise-man-cynic-oldman-barclays/ [Accessed 4 April 2010]. Buckley PJ, Casson MC. 1976. The Future of the Multinational Enterprise. Macmillan: London, UK. Buckley PJ, Casson MC. 1998. Analyzing foreign market entry strategies: extending the internalization approach. Journal of International Business Studies 29: 539-562 Campbell, D., Stonehouse, G., Houston, B. 2002. Business strategy: an introduction CIO.CO.UK, 2010. HSBC: CIO 100. The UKs largest users of IT. [ONLINE]. Available at: http://www.cio.co.uk/cio100/hsbc/4141/ [Accessed 4 April 2010]. Demirgà ¼Ãƒ §-Kunt, A.,Huizinga, H. (1999). Determinants of Commercial Bank Interest Margins and Profitability: Some International Evide

Reducing and Analyzing Crime Through the Compstat Process

Reducing and Analyzing Crime Through the Compstat Process Prepared for Professor Suresh Radhakrishnan SPHR, MBA BUS 346 Business Communication San Fernando Valley Campus, Burbank, CA Prepared by Isaac Lowe 03-13-13 Table of Contents 1. Executive Summary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ii 2. Overview of Compstat †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 3. Four Compstat Principles †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 4. Federal Bureau of Investigation (FBI) has established a uniform Crime Reporting †¦Ã¢â‚¬ ¦.. 2 5. Computing Year to Date (YTD) Weekl y Averages †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦2 6.Creating the Crime Summary Report †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 7. Analysis of Crime Data and Strategies †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 8. Crime Summary Report †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 9. Conclusion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 10. References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9 List of Illustrations Figure 1 Crime Data Chart †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 Figure 2 Year to Date Crime Data Chart †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 i Reducing and Analyzing Crime Through the Compstat Process Executive Summary Law enforcement has developed strategies to reduce crime by analyzing crime data.Law enforcement has named this crime reduction strategy as the Compstat process. The Compstat concept analyzes the number and location of crimes and arrests as well as an analysis of suspects, victims, days and times to identify crime patterns, clusters, suspects and hot spots. There are four Compstat principles that are in place to ef fectively reduce crime. To reduce crime by analyzing the crime data, a Crime Summary Report and Crime Maps need to be produced so law enforcement can analyze the crime data. When creating the Crime Summary Report, you will need to compute Year to Date (YTD) Weekly Averages.Once you have the YTD weekly average, you can examine your current crime data to see if crime is increasing or decreasing. By comparing the current crime to the previous amount of crime you can see if crime is up or down and determine if the crime reduction strategies in place are working or if adjustments need to be made. The Compstat process and the Crime Summary Report are tools used for crime reduction. ii Reducing and Analyzing Crime Through the Compstat Process1 Overview of Compstat Law enforcement has developed strategies to reduce crime by analyzing crime data.Law enforcement has named this crime reduction strategy as the Compstat process. The Compstat process was developed by former New York Police Depart ment (NYPD) Commissioner William J. Bratton in the 1990’s. Compstat, stands for â€Å"Computer comparison statistics,† and is a system for managing police operations. The Compstat concept has been used widely in the law enforcement community in many different forms. The Compstat concept analyzes the number and location of crimes and arrests as well as an analysis of suspects, victims, days and times to identify crime patterns, lusters, suspects and hot spots. Law enforcement will create strategies to address the crime and implement it as quickly as possible. Law enforcement will consistently review, analyze the results and then repeat the process. This Compstat process can lead to the reduction of crime. Four Compstat Principles There are four Compstat principles that are in place to effectively reduce crime. The first principle is â€Å"Timely and Accurate Intelligence† which is knowing what crime is happening in your area. The Second principle is â€Å"Effect ive Tactics† which is having a game plan.The third principle is â€Å"Rapid Deployment† which is reacting quickly to where the crime is happening. The final principle is â€Å"Relentless Follow-up and Assessment† which is analyzing the results and making changes if needed. The first Compstat principle of â€Å"Accurate and Timely Intelligence† is to collect crime data in real time. Analysis the crime data and take action on identified crime trends. The crime data needs to be as accurate as possible. Without accurate and real time crime data, law enforcement will not be as effective in combating crime and implementing crime reduction strategies.Reducing and Analyzing Crime Through the Compstat Process2 The second Compstat principle of â€Å"Effective Tactics† is the development and implementation of crime reduction strategies based on the real time accurate intelligence that was gathered. Law enforcement needs to deploy specific resources and proacti ve strategies to target the crime problem. The third Compstat principle of â€Å"Rapid Deployment† is to quickly deploy crime fighting resources and implement strategies to the target area. Law enforcement needs to deploy its resources to where the crime is occurring now.The fourth Compstat principle of â€Å"Relentless Follow-up and Assessment† is to assess the implementation of the strategies had on target area and analyze the results. By analyzing the strategies and reviewing the results, law enforcement can see if the strategies are working. This review process will help law enforcement improve and make real time adjustments to the strategies in place. FBI Established Uniform Crime Reporting To reduce crime by analyzing the crime data, a Crime Summary Report and Crime Maps need to be produced so law enforcement can analyze the crime data.The Crime Summary Report is divided into a summary for each individual crime. The Federal Bureau of Investigation (FBI) has estab lished a uniform Crime Reporting Program which are Criminal Homicide, Forcible Rape, Robbery, Assault, Burglary, Larceny-Theft, Motor Vehicle Theft and Arson. These crimes are also known as â€Å"Part One† crimes. Computing Year to Date Weekly Averages When creating the Crime Summary Report, you will need to compute Year to Date (YTD) Weekly Averages. To do this, you will examine the collected crime data and see what the total number was for the specific crime that you are going to examine.Take that YTD total number for that specific crime and divide it by the total week’s crime data of that specific crime. The outcome will be the YTD weekly average. Once you have the YTD weekly average, you can examine your current crime data to Reducing and Analyzing Crime Through the Compstat Process3 see if crime is increasing or decreasing. Here is an example of the weekly average formula that you will use when computing the crime data for each specific crime: YTD Crime Total (137 ) / Crime Total for the week (7) = YTD Weekly Average (19. ). This formula will be used throughout the Crime Summary Report to obtain the YTD Weekly Averages for each crime summary. Creating the Crime Summary Report To start creating the Crime Summary Report, first, impute the 2012 and 2013 YTD Part One Averages on the top of the report so you can see the overall crime trend. Second, create a Crime Data Charts from the collected Crime Data. Next, provide an overall summary of all Part One Crime Data. Then give a summary of the Part One Violent Crime summary and Part One Property Crime Summary.Next, provide a brief summary of the each individual crime within Part One Violent and Part One Property Crimes. This brief summary will include an Analysis of the crime data and a Strategy of how to target the current crime problem. Analysis of Crime Data and Strategies The Analysis section of the Crime Summary Report is where you will be analyzing the crime data. By examining the Crime Maps o f where the crime occurred and the Crime Data you will be able to provide a written summary of the crime trend. In Analysis section you will also be using the weekly average formula to help you examine the Crime Data.The Strategies section of the Crime Summary Report is where you will be explaining your strategies to combat the current crime trends. The following is a Crime Summary Report that I have completed for the 9th week of 2013, ending 03/02/13,that can be referred to for an example. Reducing and Analyzing Crime Through the Compstat Process4 Crime Summary Report 9th week of 2013 ending: 03/02/2013 20132012 Average Year to Date (YTD) Weekly Part 1 Crime Totals:65. 576. 0 [pic] Figure 1: Crime Data Chart [pic] Figure 2: Year to Date Crime Chart Part One Crime SummaryPart-One Crimes (61) were above the week prior and are below the 2013 Year To Date (YTD) Weekly Average and below the 2012 YTD Weekly Average. There were (3) gang related Robberies and there Reducing and Analyzing C rime Through the Compstat Process5 was (2) gang related Aggravated Assaults this week. The central portions of the Division continues to account for the majority of the part one crime. Part One Violent Crimes (27) were above the week prior and are above the 2013 YTD Weekly Average of (21. 1) and above the 2012 YTD Weekly Average of (22. 2). Robberies increased this week and were mainly in central portion of the Division.Aggravated Assaults increased this week and were mostly spread out through the central portion of the Division. There were no Rapes and Homicides this week. Part One Property Crimes (34) were below the week prior and are below the 2013 YTD weekly average of (44. 6) and below the 2012 YTD Weekly Average of (53. 7). This week BTFV’s decreased with no major clusters. GTA increased slightly this week and were mainly spread out through the western portion of the Division. Burglaries decreased this week with no major clusters. Thefts increased this week and there wa s a small cluster in the central portion of the Division.Part One Violent Crime Summary HOMICIDE: 0 Analysis:None. Strategies:None. RAPE: 0 Analysis:None. Strategies:None. ASSAULTS: 11 Analysis: Aggravated Assaults are above the 2013 weekly average of (7. 1). Aggravated Assaults increased this week and were mainly in the central portion of the Division. Reducing and Analyzing Crime Through the Compstat Process6 Strategies: Request patrol & specialized units to continue drinking in public enforcement in directed areas. Officers will be directed to specific areas as needed to suppress the Aggravated Assault problem. ROBBERY: 16 Analysis:Robberies are above the 2013 Weekly Average of (13). Robberies increased this week and were mainly in the central portion of the Division. Strategies: Officer will be directed to specific areas as needed to suppress the Robbery problem. Request Gang Unit to enforce on all gang related crime. Narcotic Unit will conduct undercover operations to specific areas where the Robberies are occurring. Part One Property Crime Summary GRAND THEFT AUTO: 8 Analysis: Grand Theft Auto (GTA) are above the 2013 Weekly Average of (7. 6) and were mainly spread out through the western portion of the Division. Strategies:Officers will be directed to specific areas as needed to suppress the GTA problem. Officers will continue to receive updated GTA stolen vehicle list. The License Plate Recognition Vehicles will continue to be deployed in designated areas. Rampart Special Problems Unit (SPU) and Auto Detectives will also arrange a Bait Car Operation when the bait car is available. BURGLARY THEFT FROM VEHICLE: 4 Analysis: Burglary Theft From Vehicle (BTFV) are below the 2013 Weekly Average of (15. 0). This week BTFV’s decreased with no major clusters. Reducing and Analyzing Crime Through the Compstat Process7 Strategies:Officers will be directed through the daily mission to suppress the BTFV problem. Senior Lead Officers will continue the â€Å" Lock it, Hide it, Keep it† flyer campaign. Detectives will utilize Social Media to reach and educate as many community members as possible. Auto Detectives will arrange a Bait Car Operation when the bait car is available. BURGLARY: 2 Analysis: Burglaries are below the 2013 Weekly Average of (4. 6) with no major clusters. Strategies: Officers will be directed through the daily mission as needed to suppress the Burglary problem.Senior Lead Officers (SLO) will continue the â€Å"Lock it, Hide it, Keep it† flyer campaign. Detectives will utilize Social Media to reach and educate as many community members as possible. THEFTS: 20 Analysis: Thefts are above the 2013 Weekly Average of (17. 3) and were mainly spread out through the Division with a small cluster in the central portion of the Division. Strategies: Officers will be directed through the Daily Mission as needed. The decoy car will continue to be deployed in the major shopping centers. Officers will continue to drive through major parking lots of the shopping centers.SLO will continue to walk through businesses on a daily bases and continue to meet with the personnel. The Bike Unit will provide high visibility patrol in the parking lots of the shopping centers. -End of Crime Summary Report- Reducing and Analyzing Crime Through the Compstat Process8 After reading the Crime Summary Report we can see how through analyzing the Crime Data and Crime Maps we are able to effectively write a written summary of the crime trends. Furthermore, we are able to analyze our strategies to see if they are effective. The Crime Summary Report gives us a comprehensive account of the current crime trends.Conclusion In conclusion, to successfully reduce the incidence of crime, it is done through comparing the numbers of the current crime to the previous amount of crime. Whether crime is up or down, will help determine if the crime reduction strategies are working or if adjustments need to be made so a different approa ch can be implemented. The Compstat process and the Crime Summary Report are tools used for crime reduction by counting, comparing and mapping crime data for law enforcement to analyze. Reducing and Analyzing Crime Through the Compstat Process9 References Los Angeles Police Department’s Compstat Unit. 2010, March 09). The Compstat Process – Managing Crime Reduction on the LAPD. George Gascon. (2006, January 25). Compstat Plus. David Weisburd, Stephen D. Mastrofski, Rosann Greenspan, and James J. Willis. (2004, April). The Growth of Compstat in American Policing. LAPD Website. Compstat process information Retrieved March, 08, 2013, from http://www. lapdonline. org William J. Bratton and Sean W. Malinowski. Police Performance Management in Practice: Taking COMPSTAT to the Next Level Vincent E. Henry. (2002) A comprehensive study of Compstat in police history and reform

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Dr Huey Percy Newton (February 17 1942-August 22, 1989) was born in Monroe, Louisiana. He was the youngest of seven children of Armelia Johnson and Walter Newton, a sharecropper and BaptistRead MoreEssay on Black Panther Party2252 Words   |  10 PagesFounded on October 15th 1966 in Oakland, California, the Black Panther Party for Self Defense was an organization opposed to police brutality against the black community. The Party’s political origins were in Maoism, Marxism, and the radical militant ideals of Malcolm X and Che Guevara. From the doctrines of Maoism they saw the role of their Party as the frontline of the revolution and worked to establish a unified alliance, while from Marxism they addressed the capitalist economic system, and exemplifiedRead MoreThe Black Panther Party : A Revolutionary Party Essay2152 Words   |  9 PagesThe Black Panther Party was a revolutionary party that was for the encroachment and prolongation of the Black community and the freedom of their social and economic rights that come with finally being recognized as first class citizens. The head of this revolution, Huey P. Newton, started the party along with Bobby Seale in order to set the path for the Black people to follow, even long after they pass. The constant struggle for social and economic freedom among the Black community would soon endRead MoreThe Impact Of The Black Panther Party 1156 Words   |  5 PagesNick Smith J. Buergel Civil Rights 5/11/16 The impact of â€Å"The Black Panther Party† â€Å"We knew, as a revolutionary vanguard, repression would be the reaction of our oppressors, but we recognized that the task of the revolutionist is difficult and his life is short. We were prepared then, as we are now, to give our all in the interest of oppressed people† (Baggins). Radical and provocative, the 60’s was an era of complete political and social upheaval. Although the Civil Rights Act of 1964Read MoreThe Black Panther Party Formed1313 Words   |  6 Pages The Black Panther Party formed as a result of Black Nationalism which came from a multitude of events that began to form decades before any mention of The Black Panther Party. To even begin to understand a group such as this, one must first attempt to grasp the historical context which lies behind them. Blake (1969) asserts that the initial onset began back in 1619 when the first of the colonial settlers accepted a number of captured Africans which were to be used as servants leading to the period Read More Black Panther Party Essay1538 Words   |  7 Pages The Black Panther Party My survey paper for Assignment 4 is on the Black Panther Party. I will discuss the rise and the fall of the Black Panther Party and how Huey Newton and Bobby Seale met. I will also discuss some of the goals of the Black Panther Party, the good the party did for the black and poor communities. I will also discuss what they hoped to achieve from their movement. Huey Newton and Bobby Seale founded the Black Panther Party (BPP) in Oakland, California in 1966. The originalRead More The Black Panther Party Essay813 Words   |  4 Pages The Black Panthers aren’t talked about much. The Panthers had made a huge difference in the civil rights movement. They were not just a Black KKK. They helped revolutionize the thought of African Americans in the U.S. nbsp;nbsp;nbsp;nbsp;nbsp;The Black Panther had a huge background of history, goals, and beliefs. Huey P. Newton and Bobby Seale in Oakland, Ca 1966, founded the Panthers. They were originally as an African American self defense force and were highly influenced by Malcolm X’s ideasRead MoreEssay on The Black Panther Party1549 Words   |  7 Pagesagency in order to be free? If we can free ourselves, what type of agency is used? nbsp;nbsp;nbsp;nbsp;nbsp;These questions are the basis for my paper. I plan to present examples of control and oppression through the film Panther that shows the struggle of the Black Panther Party of Self-Defense. The film takes place in the 1960s and it shows the struggles that the members had to go through in order to form some type of agency to free themselves from the control and oppression that the government