論文代寫-NAB企業的競爭對市場的影響。在滿足目標市場的期望和需求方面，競爭對企業的經營具有重要的影響。NAB要確保創造可持續的競爭優勢(Date, 2015)。成功的關鍵要素在於滿足，滿足反映了收入和毛利潤的增長。內部組織治理側重於結構化的責任創建，管理層對組織績效負責。關註的是業績隨著競爭優勢的核心業務目標的實現。這對於股東財富最大化至關重要(Elaine, 2010)。NAB的澳大利亞和新西蘭業務在競爭激烈、監管力度加大的低迷經濟環境中表現良好。NAB通過高優先級的銀行部門在市場份額內進行了大量投資。具體目標是加強創新做法和改革競爭。
Competition holds a substantial impact over the business operations in meeting the expectations and needs of the target market. It is to ensure by the NAB that the sustainable competitive edge is created (Date, 2015). The key success element stresses within the satisfaction that reflects the revenue and gross profit increment. The internal organizational governance focuses on the structured accountability creation with the management being accountable for the organizational performance. The concern is the performance along with the competitive edge for the core business objective realization. This is critical for the shareholder wealth maximization (Elaine, 2010). The NAB’s Australian and New Zealand businesses provided good performance in the economy subdued environment that has high competition and regulation imposts. The NAB makes considerable investment within the market share increase through high priority banking segments. The specific objective is present in the enhancement of the innovative practices and reforms of competition.
The banking industry is a highly competitive one. This has made National Australian Bank to take into consideration an appropriate strategy execution for building a strong connection of its businesses across Australia and across New Zealand. According to Rubian et al. (2010), this is essential for dealing with lower returns and assets to improve the returns to the shareholders. This can be done by closing the gap of ROE within the competitor’s realm. (Stork. 2011) It is evident that NAB has used unique strategy and has showed particular interest in trying to execute this strategy not only for its stakeholders and employees but also for its customers. The strategy which the company has implemented is focused over the customers because the company understands the significance of competitive strategy effective centralization. For ensuring centralization of strategy for the customers, it is essential to drive the strategy in a culture that has stronger accountability measures and integrities. The particular relationship lies in building strong and long term customer based relationships (Williams, 2014). The company ensures this by making its banking operations not only efficient and reliable but also simplified from all perspectives. The strategy of NAB as evident lies in ensuring objective centralization for the customers from the perspective of doing business with the customer groups. A factor of success and the way in which it can be measured are to analyse the customer advocacies and to see their feedback within the external environment consisting of higher competition. It is seen according to Clark et al. (2011) that major companies in Australia are using specific development processes by analysing the shifting attitude of the customers. Therefore, the companies have started showing a real shift in internal terms (Wong et al., 2008). The transparency scope has been maintained, but this at times creates problems in hiding a particular problem. When dealing with competition as of 2016, this is the key issue that NAB will have to deal with. The key is to ensure that the company innovates its products consistently and improves the execution of its strategies across its several departments. The performance measures can also be changed by the company in order to ensure technological implementation.