CURRICULAM VITAE

Khan Kamranur Rahman Shovon

Phone: +880*-********

Mobile: +880-1770552140

E-mail Address: adxfdy@r.postjobfree.com

Objective:

To build a career in research and education in the field of Business Administration.

Professional Summary:

A. More than ten years’ teaching experience in Al-Arafah Islami Bank Training & Research Institute on different topics, such as, Banking/Finance, Customer Services, Complaint Management, Marketing, etc.

B. More than sixteen years’ work experience in banking with a variety of responsibilities.

C. More than four years’ experience in teaching and administrative works in an English Medium School.

Educational Summary (Degree & Diploma):

Non-earned/Currently Pursuing:

A. Liberty University, Lynchburg, Virginia, USA.

& PhD in Business Administration

Major in Organizational Leadership.

Earned:

A. & Master in Business Administration

(2012-2014) IBA, University of Dhaka, Dhaka, Bangladesh.

Major in Finance

B) (2008-2013) The Institute of Bankers, Bangladesh (IBB), DR Tower (12th floor) 65/2/2 Bir Protik Gazi Golam Dostogir Road, Purana Paltan, Dhaka- 1000.

& DAIBB (Diplomaed Associate of the Institute of Bankers, Bangladesh.)

C. & Bachelor of Urban & Regional Planning

(1996-2002) Bangladesh University of Engineering & Technology (BUET), Dhaka, Bangladesh.

CGPA: 3.17 on a scale of 4.00.

D. (1994) Jhenidah Cadet College, Jhenidah, Bangladesh.

& Higher Secondary Certificate (HSC)

Science Group, 1st Division with star Marks,

(Total Marks 805; 80.5%)

Courses: Bengali, English, Physics, Chemistry, Mathematics & Statistics.

E. (1992) Jhenidah Cadet College, Jhenidah, Bangladesh.

& Secondary School Certificate (SSC)

Science Group, 1st Division with star Marks,

(Total Marks 873; 87.3%)

Areas of Expertise

Banking & Insurance, Conflict Management & Negotiation, Financial Practices, Human Resources Strategies, Strategic Planning & Management, Project Management, Teaching, Product Development, Client Relations, Islamic Banking, Formulation of policies (on Assessment of Customer Services, Code of Conduct, Customer Charter, Service Standards, Customer Services Development, etc.), Business Development, Business Administration, Computer Proficiency, Creative Problem Solving, Complex Problem Resolution,, General Management of Customer Services, Product Management, Customer Needs Assessment, Customer Satisfaction, Multi-Task Management, etc.

Details of Work Experience (Starting from Recent)

A: Current Position:

I. Positions Held: Adjunct Faculty (Recently Offered)

Duration: To be continued from June 01, 2023

Institution: Northern University of Bangladesh, Dhaka, Bangladesh.

II. Positions Held: Speaker (On part time basis; as and when assigned by the Management of Al-Arafah Islami Bank Ltd.)

Duration: Continued from June 16, 2010.

Institution: AIBL Training & Research Institute,

32 Topkhana Road, Dhaka-1000, Bangladesh.

Topics of Sessions:

Banking/Finance, Customer Services Management, Complaint Management, General Banking, Assessment & Improvement of Customer Services, etc.

III. Position Held: Assistant Vice President.

Duration: Continued from January 01, 2018.

Institution: Central Customer Services & Complaint Management Cell

Al-Arafah Islami Bank Ltd., Head Office, 63 Purana Palton, Dhaka-1000.

Responsibilities:

Establishment of basic institutional approach or ethical principles regarding customer services in the Bank, issuance of necessary policy for general management of the customer services in the branches, formulation of Code of Conduct for bank officials, preparation of Service Standard and Customer Charter, promulgation of customer awareness programs, dealing with the complaints lodged, introducing new schemes/products, solving complaints, etc.

C) Position Held: First Assistant Vice President.

Duration: January 01, 2015 to December 31, 2017 (three years).

Institution: Business Promotion & Marketing Division,

Al-Arafah Islami Bank Ltd., Head Office, 63 Purana Palton,

Dhaka-1000.

Responsibilities:

Formulation of policy on financial inclusion of underprivileged people (such as farmers, garment industry workers, etc.), preparation of Customer Charter, arrangement of financial inclusion & literacy programs, issuance of necessary policies for general management of the customer services in the branches, solving general banking issues, etc.

D. Position Held: Senior Principle Officer & Secretary of CCS&CMC

Duration: January 01, 2012 to December 31, 2014 (three years).

Institution: Al-Arafah Islami Bank Ltd.

Central Customer Services & Complaint Management Cell,

Head Office, 161 Motijheel C/A, 3rd Floor, Dhaka-1000.

Responsibilities: Issuance of necessary policy for general management of the customer services in the branches, formulation of Code of Conduct for bank officials, preparation of Service Standard and Customer Charter, promulgation of customer awareness programs, dealing with the complaints lodged, monitoring the overall activities and performance of Zonal Complaint Cells, Introducing new schemes/products, improvement of existing schemes/products, solving complaints, solving general banking issues, etc.

E) Position Held: Principal Officer & Head of the Division

Duration: From October 01, 2008 to December 31, 2011 (three years & three months)

Institution: Al-Arafah Islami Bank Ltd.

General Banking Division, Head Office,

36 Dilkusha C/A, Dhaka-1000.

Responsibilities:

Initiating new schemes/products, improvement of existing schemes/products, complaint resolution, decoration of Branches, Compliance of Banking Regulations & Policy of the Central Bank, Executing agreements with different organizations for collection of bills in Branches, etc.

F) Position Held: Senior Executive Officer.

Duration: From July 02, 2006 to September 30, 2008 (two years & two months)

Institution: Al-Arafah Islami Bank Ltd.

Establishment Division, Head Office,

7th Floor, 36 Dilkusha C/A, Dhaka-1000.

Responsibilities:

Compliance of Central Bank’s Regulations, finding out suitable locations for bank’s new premises, General banking, preparation of Investment Proposals, visiting mortgaged properties, etc.

G) Positions Held: Senior Teacher & Coordinator.

Duration: From April 02, 2002 to July 01, 2006 (Four years & three months).

Institution: Holy Child Int. School & College, Dhaka.

Responsibilities:

Teaching Mathematics and Science in ‘O’ Level classes, Coordination between management & teachers, selection of teachers for deployment, conducting annual sports programs, etc.

Details of Education (Degree/Diploma):

Non-earned/Currently Pursuing:

A. Liberty University, Lynchburg, Virginia, USA.

& PhD in Business Administration

Major in Organizational Leadership.

Earned:

A. (2012-2014) IBA, University of Dhaka, Dhaka, Bangladesh.

& Master in Business Administration

Major in Finance

B) (2008-2013) The Institute of Bankers, Bangladesh (IBB), DR Tower (12th floor), Purana Paltan, Dhaka- 1000.

& DAIBB (Diplomaed Associate of the Institute of Bankers, Bangladesh.)

Courses: Managerial Accounting, Management of Financial Institutions, Principles of Management, Lending Operations & Risk Management, International Trade & Foreign Exchange, Islamic Banking, Laws & Practice of Banking, Principles of Economics, Information Technology in Financial Services, Bengali, English, Principles of Accounting.

Remarks: Successfully completed.

C. (1996-2002) Bangladesh University of Engineering & Technology (BUET), Dhaka, Bangladesh.

& Bachelor of Urban & Regional Planning

CGPA: 3.17 on a scale of 4.00.

Key Courses: Project Evaluation & Management, Communication and Presentation Technique, Economics (Micro & Macro), Statistics, Mathematics, Environmental Planning and Management, Housing Policy & Management, Programming Technique and Data Base Management, Operation Research and Systems Analysis, Fundamentals of Planning, Urban & Regional Planning Techniques, Legal Basis of Planning, Social Survey & Analysis, Elements of Architecture,, Engineering Structures, GIS and Remote Sensing, Natural Hazards & Disaster Management, etc.

D. (1994) Jhenidah Cadet College, Jhenidah, Bangladesh.

& Higher Secondary Certificate (HSC)

Science Group, 1st Division with star Marks,

(Total Marks 805; 80.5%)

Courses: Bengali, English, Physics, Chemistry, Mathematics & Statistics.

E. (1992) Jhenidah Cadet College, Jhenidah, Bangladesh.

& Secondary School Certificate (SSC)

Science Group, 1st Division with star Marks,

(Total Marks 873; 87.3%)

Courses: Bengali, English, General Mathematics, Elective Mathematics, General Science & Religion.

Computer Skills:

MS Office, MS Excel, PowerPoint, SPSS, etc.

Achievements:

Scholarships:

i) Board Scholarships were achieved for obtaining 87.3% & 80.5% marks in SSC (Secondary School Certificate) and HSC (Higher Secondary Certificate) Exams respectively.

ii) “BUET (Bangladesh University of Engineering & Technology) General Scholarship for Student” was attained for years of 1997 & 1998, while studying at BUET to complete the requirements of my Bachelor Degree.

Publications:

i) One article on “Developing a strategic management for non-interest bearing banking” was published on Saturday, April 29, 2017 in The New Nation – the Oldest English Daily of Bangladesh. The article is attached herewith. http://m.thedailynewnation.com/news/132312/developing-a-strategic-management-for-non-interest-bearing-banking

Others:

i) Contributed as a lyricist, tuner & vocalist of all songs of a solo audio musical album, “After Twelve Years” released on December 01, 2013.

Six songs including three English songs were released on my You Tube Channel “Kamran Khan Official”, Link: https://youtube.com/channel/UC8rwC0po250I-_bFBDfqRGg

ii) Performed a number of concerts as a solo singer in different places, such as, BUET Auditorium, Nakkhatro Bari Resort, etc.

iii) Attained third prize in the central sports competition (event- 1500 Meter Race) held at Jhenidah Cadet College, Jhenidah, Bangladesh in 1991.

iv) Achieved first prize in a competition of poem recitation held at Sher-E-Bangla Hall, BUET, Dhaka, Bangladesh in 2001.

Referees:

A) Prof. Dr. A K M Saiful Majid

Chairman, Board of Directors, Grameen Bank

& Professor, Institute of Business Administration

University of Dhaka, Dhaka-1000, Bangladesh

E-mail- adxfdy@r.postjobfree.com

Cell: 880-1755000055

Phone: 880-*-*******, 8613491

B) Shabbir Ahmed

DMD, Al-Arafah Islami Bank Ltd.

Head Office, 63 Purana Palton, Dhaka-1000.

E-mail- adxfdy@r.postjobfree.com

Cell: +880-1711625635

Phone: 880*-********, 880*-******* Ext.- 108

I, the undersigned, certify that to the best of my knowledge and belief, this curriculum vitae correctly describes my qualifications, my experience, and me. I understand that any willful misstatement described herein may lead to my disqualification or dismissal, if engaged.

I do not have any contradiction with the Christian world view on business activities or worldly matters, and the basic guidelines of Jesus regarding the creations of the universe.

29.05.2023

Signature with date

Developing a Strategic Management for Non-Interest-Bearing Banking

http://m.thedailynewnation.com/news/132312/developing-a-strategic-management-for-non-interest-bearing-banking

Khan Kamranur Rahman Shovon

First Assistant Vice President

Business Promotion & Marketing Division

Al-Arafah Islami Bank Ltd.

Head Office, Dhaka-1000

Introduction:

Although Islamic banking is finding it challenging to cope with the evolving global banking environment while still remaining competitive with the conventional counterparts, it is outgrowing conventional banking in many of the world's predominantly Islamic countries. The globally-growing Islamic Finance as well as Islamic Banking is also making paces in Bangladesh. Islamic Banking started in Bangladesh with the establishment of Islami Bank Bangladesh Ltd. in 1983. Since then a moderate growth of Islamic Banking is found; eight full-fledged Islamic Banks and a number of Islamic Banking Windows/Cells owned by some conventional banks are functioning at present in Bangladesh.

Study on strategic management of Islamic Banks has greater importance to find the new scope in the Booming Banking Industry. The contemporary strategies practiced by an Islamic Bank have to be analyzed to formulate and implement the required strategic changes with a view to overcome the current hindrances for outrival and reach a position that will make the shareholders and all concerned stakeholders satisfied.

Now, what is Strategic Management? Simply, it is the management to reach your goals. Strategy is how to achieve an objective in the most convenient, effective and economic way. It is a thoughtfully constructed plan or method or action that will be employed to achieve the result. In all aspects of our lives, we have to follow some strategies to reach our targets. Organizations must have strategies to achieve some specific objectives. Without strategy, a man or an organization may lead to the way of wrong destination; and the result is to come back and start again or be ruined. However, Strategic Management involves formulation and implementation of the major goals of the organization by the top management on behalf of owners. When strategy of an organization is formed, the elements of strategy become apparent and we should have a vision, a mission, goals & action plans. The systematic situational analysis/study of the factors, associated with customers and competitors (the external environment) and the organization itself (the internal environment) is required to provide the basis for Strategic Management or optimum management practices.

Situational analysis includes Macro Economic Factors (Political, Economic, Social, Technological, Environmental, Legal) influencing Banking Industry (PESTEL), SWOT (Strength, Weakness, Opportunities & Threat) analysis, Porters Five Competitive Forces Model (Threats of New Entrants, Power of Suppliers, Power of buyers, availability of substitutes & Competitive Rivalry), etc.

Basic & Complementary Strategies

A. Generic Strategies:

At present, banking industry in Bangladesh is very much competitive than ever before. Banking has become stiff challenging with the growth of economy, growing middle class, increase purchase power of people, central bank’s supervision, etc. To address the current situation, an Islamic Bank can consider following strategies understanding the relevant market segment and products for its expected growth and long term sustainability.

Best Cost Provider Strategy

The best cost strategy of the bank is based on the following principles:

Deliver superior value of customers’ money by meeting or exceeding expectations on service/product attributes and beating their price expectations.

Be the low-cost provider of a product/service with good-to-excellent product attributes, then use cost advantage to price the product lower than the rivals.

Best cost provider strategy can be followed through engaging wide ranging banking activities that are needed by customer and introducing innovative products and services to satisfy customer needs in the changing socio economic conditions.

Focused Low-Cost Strategy

Focused Low-Cost Strategy may be followed for penetrating into the market as well as to create a positioning like “Affordable” so that the target group considers the products/services with a positive mindset and treat this as affordable. For example, deposit/investment products may be initiated for lower income people (a focused group) like garments industry workers, farmers, etc. at low costs, affordable by them.

Strategic Alliances

Strategic alliances may be formed in time of need to expand the market. For example, strategic alliances may be formed with other banks or organizations to launch ATM/ Debit Card, Credit Card, Mobile Banking, etc.

B. Functional Strategies

Outsourcing

Outsourcing lower the cost for some services like cleaning & security service, training purposes, etc. Care should be taken that main functions are not served by outsourcing.

Strategies for Entering into International Market

Strategic plan may be prepared to get into the international market gradually following the time schedule specified in the plan.

Defensive/Offensive Strategies

Organization has to decide whether defensive/offensive strategies are to be followed by considering the internal & external situations of the organization.

First/Late Mover Strategies

The organization is to decide whether it will follow First/Late Mover Strategies to launch a new/same type of products existed in the market.

Some Recommendations to formulate the Strategy & its elements:

1. The Vision, Mission, Objectives & Commitment

The vision statement must clearly show the ultimate destination, whether the organization will move towards the top position in the Islamic banking industry/ the overall banking industry in the country or the globe. The statement gives direction. It should be graphic, focused and feasible. On the other hand, it is to be noted that the vision statement should not be bland lacking motivational power of the employees. A time period may be mentioned in the statement to reach the long term goal of the organization. The statement should have some phrases that can motivate the employees and make them believe that they are an integral part of the organization. Some phrases of the statement should regard the retention of its market position or progressing continuously indicating some strategic intent.

A well formulated mission statement(s) should convey the answers like who we are, what we do (what the company does for its customers, what it does for its employees, and what it does for its owners) and why we are here. It should be clearly mentioned in the statement that which group of people is being satisfied, how their needs are being satisfied and what is being satisfied. A mission statement should say whether the company will spread Islamic Banking in the local/regional/global areas among a group of people. The mission of the organization must be supported by its objectives.

Objectives of an organization should be specific, measurable, attainable and realistic to attain the mission. Suppose, if the following is mentioned in the objectives “To spread Islamic Shariah based products among people”; the objective is not specific to indicate which group of people (local/regional/global) is to be served. To take care that the objectives should be time framed and target oriented to achieve the mission of the company.

The commitments reflect the values of the organization. The practical services of the bank will reveal whether the commitments are maintained or neglected.

The premises of an organization must contain boards containing the vision, mission and corporate philosophies so that those can easily be seen by the employees. This will help to take those in their beliefs.

2. Notifying Customers vigorously about Shariah Banking

Bankers must know the details of Shariah Banking. If they are not confident about Shariah Banking, neither Shariah Principles can be implemented nor the customers may be informed about this banking. The customers as well as the people should be informed about the Shariah Banking in such a way, so that, the meaning, process & procedures of shariah banking is clearly understood by them. Customer Awareness and Education Program for customers can be arranged for providing customers with the knowledge and understanding of the shariah banking products and services. Circulation through electronic & printing media, arranging meeting, seminar, training, etc. may help in this regard. Displaying the customer charters (customers’ rights & obligations, features of different products/services, etc.) in the office premises is a right of the customer and a good tool to inform him about shariah banking.

3. Marketing Strategy & Brand Image

Marketing strategy should not be conservative, counterproductive and backdated. As the industry becomes increasingly competitive, so should be the Islamic Bank. To be the market leader, an Islamic Bank has to be proactive in its marketing approach, obviously not sacrificing risk and shareholders’ interest. In some cases, the organization is to be the first mover to be the market leader.

Strong brand image creation is absolutely necessary, if an Islamic Bank wants to achieve its long-standing goal to be the market leader. Brand loyalty programs should be introduced. Brand loyalty is the integral part of corporate organization in today’s fast moving business. Marketing efforts are to be increased to a large degree. Sound brand image & smooth business operation help to create customer loyalty. Unless there is strong brand image, organization suffers from identity problem and become a threat for long term sustainability.

4. Research & Development: Diversification of Products

There should be concerted effort on research and development. More product diversification, creation of new products, upgrading the features of existing products and services that outperform the rivals are required. Analyze the success of rivals and tune strategy accordingly. At present, Islamic Banks are doing their business mostly in Trading or Bai-mode (Bai-Muazzal, Bai-Murabaha, Bai-Salam, Bai- Istisna’a) without any investment in Partnership/Participating mode (Mudaraba & Musharaka). Participating business can be initiated in favor of the customers of high integrity & excellent profile. A bank can finance some innovative projects in the partnership mode for diversification of its business.

5. Talent Attraction and Retention

Human resource is the most valuable asset as well as the heart of any business. For banking industry, it is the core of all operations. So, develop policy to attract top talent in Islamic Banking, ensure career development program, and retain top talent.

6. Expansion of Islamic Banking to the Root

For the expansion of Islamic banking in rural areas, take help of the rural branches, agent banking outlets, Nongovernment Organizations and various Self Help Groups to make different types of Islamic Banking Investment/Deposit products available to the rural people. Specially, small installment-based deposit schemes and micro financing can play a great role to the well-being of rural people and help in building a good image & reputation of the Bank in the rural areas over and above the business.

7. Technology & IT Based Internal Environment

Invest on top quality technology. Since the inception of globalization in Bangladesh, banking sector has undergone various changes. Banking is becoming more dependent on technology than ever before. The idea of old conventional banking is diminishing gradually. A centralized country wide branch network and payment network keep a bank’s position in line with the customer expectation. IT based internal banking & all modes of E-banking (internet banking, mobile banking, etc.) should be provided to keep pace with the rivals of the industry. Islamic Banking softwares are to be provided to calculate the profit/loss most accurately according to the guidelines of Islamic Shariah to protect the interest of the customers.

8. Ethical Role:

A bank is not only for business. It should be an ethical player in business and a good corporate citizen. CSR activities are to reach wider segment of the society and contribute in the socioeconomic development of the country. An Islamic Bank may take wider range of activities to help the people, the country and the globe by complying the instructions of Islamic Shariah; these activities enhance the image of the bank consequently.

Conclusion:

The banking sector is still the most promising and structured sector of the economy. It is also the most preferred sector for the investors as increased remittance flow; good export performance and steady industrial growth, accelerated performance in SME and consumer loan, implementation of risk management and corporate governance are likely to have positive impact in the performance of the banking sector. As the Islamic Banking is seeing impressive growth in Bangladesh, strategies of an Islamic Bank should be designed to overcome the current hindrances for outrival and reach a position that will make the shareholders and all concerned stakeholders satisfied. If an Islamic Bank can attain the level of strategic excellence, the continuous success is a must.

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