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TMB Bank Public Company Limited is one of the biggest banks of Thailand, and started its work in 1957, now being one of the most successful operators on the Thai Market. It goes without saying that South East Asia has great financial potential and it would be obvious to note that national bank operators have a number of strong qualities that help them being more efficient than western participants. Knowing the area and peculiarities of the local market of banking service TMB Bank Public Company Limited has good perspectives for the development in the area and further international promotion. The aim of this investigation is to examine inner and outer factors that deal with operating of TMB Bank Public Company Limited and observe its opportunities and threats on the local area development and further developmental perspectives within the banking market of South East Asia.
General Description of TMB Bank Public Company Limited and the Area It Operates.
As it was mentioned earlier TMB Bank Public Company Limited started its operating within the Thai banking market in 1957 and since then it was developing within the area, providing in life new developmental strategies that correlate to the appropriate realities within the market: “TMB has operated its business with good corporate governance for over 50 years. Moving forward and contributing to society through activities arranged in coordination with organizations and communities, the Bank has cooperated with the public sector and international organizations in launching programs which benefit the society and environment.

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Equipped with full potential, the Bank is ready to provide advisory services for investment plans and finance energy-saving and environment-preservation projects, projects for the society as well as additional new services which are beneficial to the public as a whole” (TMB Bank Public Company Limited, 2009). Being one of the largest banks within the country TMB governmental issues understand the necessity of developments, increasing and using contemporary technologies: “At present, TMB Bank Public Company Limited (TMB) is one of the largest banks in Thailand’s commercial banking system, with approximately 500 branches countrywide, and with insurance and asset management companies as subsidiaries. The Bank is comprehensively carrying out its vision to be one of the top three banks in Thailand. With groundbreaking technologies, insightful innovation and expertise of our people, we span the financial world with our services” (Nation Group, 2006)
TMB Bank Public Company Limited is governed by the Board of directors, which is as well supported by the other committees and boards in order to provide efficient operating on the local level and correspond to contemporary needs. Among the other governing structures are Audit Committee, Board of Executive Directors, Credit Committee, Nomination, Remuneration and Corporate Governance Committee, and Risk Management Committee. All these structural governing institutions provide effective operation of the bank on the local and aimed on achieving the core goal of TMB Bank Public Company Limited: “To be the leading Thai bank with world-class financial solutions” (TMB Bank Public Company Limited, 2009). It is essential that the main goal set corresponds to the mission of the bank, which is providing efficient service for the clients, create shareholder value, provide trust in employees and create value for the society. It would be obvious to note that in the contemporary severe competition it is very important to understand the correlation between the goals and the mission of the corporation.
It goes without saying that operating on the local level needs deep and through analysis of the core factors that influence on the market banking. It goes without saying that in the present days the competition within the market is growing very quickly as a number of international participants are now present in the area: “The increased competition after the financial crisis has made it necessary for Thai banks to adapt and improve all their operations. In the past ten years, the structure of the Thai banking system has changed from the model of domestic banks dominating the industry, to the model of foreign ownership of Thai banks. Today, the higher degree of competition in the banking industry is a result of the rise of non-banks in retail banking (particularly credit card and personal loan businesses) and the heightened competition from foreign banks” (Wonglimpiyarat, 2008). The local banks have to develop and provide new contemporary strategies and develop very quickly as the international banks with foreign capital are opening within the area more and more often. It would be obvious to note that such financial events as financial crises also influence the system. Speaking about the recent years financial events there should be noted that the most touching for the South East Asia was financial crisis of the 1997, when local Thai banks, which did not have foreign supporters have to fight over surviving: “The 1997 crisis plunged local banks into a desperate fight for survival, a period marked with capital calls, cost-cutting and debt restructuring. But by 2000, local banks had turned a corner, and entered into a different phase, one highlighted by channel expansion, rebranding and internal restructuring. Analysts and authorities have long questioned whether Thailand was overbanked. While the economic crisis saw a handful of banks and dozens of finance companies vanish from the system, as of early 2004, more than 80 local and foreign banks, finance companies, credit fonciers and Bangkok International Banking Facilities continued to operate in the market” (Bangkok Post, 2004 )