The institution has 92 branches and also has a representative office on Dubai. The bank was voted four times consecutively for being the best bank in Oman by The Banker and by both EuroMoney and Global Finance Inc. also five times consecutively.
Through the strategic planning and budgeting process, Bank Muscat has taken aggressive steps for many years to reduce costs and create more effective and efficient ways of operating, while at the same time preserving and enhancing quality services to its clients. The Bank has specifically shifted resources from administrative functions to support research and service thereby moving the resources to the most promising and effective programs, and eliminating duplication in programs and services.
The Bank's current strategic planning process integrates planning, budgeting, and continuous quality improvement and this ensures that the budget allocations will be based on sound and well-thought-out plans. (Lynn, 2004)
The bank's objectives are not only to maximise profit but also to meet the needs and wants of the clients within a sustainable financial context. A risk adjusted return on capital growth rate is set by private financial institution sector. All resource allocations of the bank are integrated in the context of competing uses and available gross income. This shows clearly that the bank is projected to have enough potential income to increase reserve as it meet budgeted core commitment and expenses.
The Bank's planning council is comprised of the Chief Executive Officer, Deputy Chief Executive Officer, Chief Operation Officer and all General Managers of various sections with the institution. They review the strategic plans of each financial year and consider requests for resources from the Board of Directors and later on recommend funding levels.
The strategic plan starts from the bottom whereby each section within the institution develops its own strategic plans. They review their services taking into account clients' interest, societal and commonwealth needs, developments in the field of banking and the sections' expertise. Strong programs and services that are central to the bank's mission are recommended for enhancement. Unpopular services are identified to determine if they should be continued, merged with other services or eliminated. The goals of the Bank's-wide strategic plan is complemented and supported by each unit's strategic plan. There are usually annual updates that are prepared to measure the progress and refine goals.
(Lerner and Cashin, 2001)
Due to scarce resources, BankMuscat turned to internal budget reductions and allocations to fund strategic priorities and critical operating needs. A deliberate process of budget recycling and reallocation was incorporated into the strategic planning process. Since then, the Bank's budget priorities have been to reallocate funds from administrative and support core mission activities of delivering qualities and efficient services to their clients. 2
BankMuscat being a banking institution, its main objectives is to offer