银行组织的服务和产品改进被认为是开发业务回报的共同策略。因此，强调国际市场被认为是有效的业务巩固自己在世界各地(Chorafas, 2013)。银行组织的战略被分析为有效的领导风格，这也增加了组织的整体绩效。澳大利亚银行遵循的财富管理策略以及(APEA)政策被证明对该组织是有用的(Jeston & Nelis, 2014)。从报告中可以明显看出，该组织的NPAT利润率在2012年增长了6%。此外，2012年，该组织普通行动产生的收入增长率为5%。集团的全球收入增长了14%。该组织每股收益的进一步增长从2011年的198.8美分升至2012年的205.6美分。这些财务成果被高度重视，以评估能力获得的集团在其业绩。
The regional strategy adopted by the banking group of ANZ reflects the core leadership quality of the banking organization. This regional strategy has been framed with the target to enhance the return and further to add to the competitive qualities of the organization. The banking organization is trying to differentiate itself from the peer banking organizations (Zopounidis, 2011). Thus, they are trying to stand out in the sector and secure their share in the competitive market as viewed by Mentzer (2010). The banking organization is emphasizing in the markets of the Australia and New Zealand and it is also focusing in the markets of APEA. This leadership quality and the different approaches are highly regarded by researcher like Klein (2011).The different approach has been viewed as the effective competitive strategy and evaluated to be a suitable approach in the midst of the growing competitions in the sector.
The service and the product improvement by the banking organization are regarded as a common strategy for developing the returns of the business. Therefore, the emphasis on the international markets is considered to be effective for the business in cementing itself in different parts of the world(Chorafas, 2013). The strategy of the banking organization has been analysed as the effective leadership style which adds to the overall performance of the organization as well. The wealth management strategy followed by bank in the Australia, along with (APEA) policy proved to be useful for the organization (Jeston & Nelis, 2014).It is evident from the report that the NPAT margin of the organization is increased by 6 percent during the year of 2012.Moreover, the growth in the rate of revenue generation from the ordinary actions of the organization witnessed a growth of 5 percent during 2012. The global revenue of the group was enhanced by 14 percent. The further growth reflected from the EPS of the organization rose from 198.8 cents during 2011 to 205.6 cents during 2012. Such financial outcomes are highly regarded for evaluating the competency gained by the group in its performance.
在制定区域战略的过程中，使用Mysis软件证明是有效的。该解决方案产生了增强的工作流，并进一步使组织能够管理组织的广泛扩展贷款计划。Chris(2012)也回顾了这一过程，该过程帮助银行集团监控和管理来自单一目的地的广泛的扩展贷款项目。此外，这一进程有助于该集团以更有组织的方式管理公司和机构贷款活动。澳新银行执行董事Andrew Leithhead是澳新银行转型项目负责人，他认为该系统的有效性进一步得到了确立(Choudhry, 2011)。署长指出，在技术选择程序的应用方面，Misys是最终的选择。Misys的援助可以确定为银行组织在合并贷款系统和其他财政支助过程中的技术支助。
利用Misys的技术支持，推动了澳新银行的超区域战略。此外，该战略可以作为一种有效的战略加以分析。银行组织的技术伙伴对金融服务有深刻的了解，并被证明对组织有用。因此，该战略使澳新银行集团能够继续实现组织贷款流程进一步标准化和自动化的目标(Beroggi & Wallace, 2012)。这可以进一步评估，选择Misys是企业组织金融服务的最终策略之一。
The use of the Mysis software proved to be effective in the process of formulating the regional strategy. The solution resulted in enhanced workflows, and the same has further enabled the organization to manage the wide extended lending programs of the organization. This has also been reviewed by Chris (2012), that the process helped the banking group to monitor and manage the wide extended lending programs from the single destination. Moreover, the process helped the group in the management of corporate as well as the institutional lending activities in a more organized manner. The effectivity of the system is further established from the view of the Executive Director, Andrew Leithhead, the person was in charge of Transformation Projects at ANZ (Choudhry, 2011). The director mentioned that as for the application of technology selection procedure, Misys was the ultimate choice. The assistance of Misys can be identified as the technological support for the banking organization in the process of consolidation of the lending system and other financial supports.
The use of the technological support from the Misys acted as the fuelling of the super-regional strategy of ANZ. Further, the strategy can be analysed as the productive one. The technical partner of the banking organization has got a profound knowledge of the financial services and proved to be useful for the organization. Therefore, the strategy has enabled the ANZ group to continue with the objectives of further standardization and automation of the lending process of the organization (Beroggi & Wallace, 2012). This can be further evaluated that the selecting Misys is one of the ultimate strategies of the business for organizing the financial services.
From the present report it is evident present the stock performance of the organization has fallen during 2015. Nevertheless, the recent records of the trading performance of the shares of the company have improved from before from past two years. Therefore, this can be further evaluated that the group needs to improve its performance all the more so as to perform consistently.