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劳埃德TSB集团网站:http://www.lloydstsbgroup.com/ 英文

　　劳埃德银行（也译为莱斯银行，Lloyds Banking Group）具有相当悠久的历史，成立于1765年。1995年劳埃德银行成功收购了英国信托储蓄银行（TSB）之后组成劳埃德TSB银行，成为英国最大的五家商业银行(巴克莱银行、汇丰银行、劳埃德银行、HBOS和国民西敏寺银行)之一，目前拥有的客户数量最多，但劳埃德银行和劳埃德保险集团和船级社无关。

　　劳埃德TSB集团创立于1688年，是一家设在英国的银行和金融服务集团，主要从事银行，贷款和抵押，储蓄与投资，保险等业务，在全球有2400多家分支机构。1996年，英国劳埃德银行同英国信托储蓄银行合并产生劳埃德TSB银行集团。

　　拥有315年历史的英国劳埃德保险集团是世界级保险公司，仅次于美国国际集团，而英国劳氏船级社（LLOYD'SRIG）则是一家评级机构）。

　　劳埃德代理系统建立于1811年，遵循劳埃德委员会内部制定的规则，授权代理系统按照需要的方式处理。同年8月28日，委员会决定：“客户们感兴趣的问题是最重要的，在国内外都需要建立规则而且广泛的服务系统，通过代理系统的中介服务满足客户的需要。”

　　代理机构的基本任务是作为劳埃德集团为客户提供海洋保险信息的服务系统。这个基本任务在劳埃德集团的出版物上Lloyd's List刊登出来，目前已经是一家独立经营的公司。

　　从1811年开始，成为劳埃德集团的代理机构的条件就没有发生变化，必须是当地的公司，经营业绩良好，在当地商业地位和信誉得到认可。

　　代理系统发展迅速，到了19世纪中期，拥有300多个网点的服务网络已经建立起来。20世纪开始的时候，这个数字已经扩大到了400多个，而下属代理机构达到了500多个。今天，劳埃德集团的代理服务部门已经遍及世界各地。

　　劳埃德TSB集团总员工数达7.4万（2006年），2007年利息及相关收入168.74亿英镑,营业盈余51.39亿英镑,年度利润33.21亿英镑。2008年利息及相关收入175.69亿英镑,营业盈余38.19亿英镑,年度利润8.45亿英镑。

Lloyds TSB Group plc (LSE: LLOY, NYSE: LYG) is a leading British financial institution with its head office in Edinburgh, Scotland and operations that span the globe including the US, Europe, Middle East and Asia. Its individual business units provide an extensive range of financial products and services, both in the United Kingdom and overseas. It was formed in 1995 by the merger of Lloyds Bank and the Trustee Savings Bank (TSB).^[2]The Group's head office is at Henry Duncan House, 120 George St, Edinburgh- although most head office functions are in London.

Lloyds TSB is currently the fifth largest banking group in the UK, operating in England and Wales as Lloyds TSB; and in Scotland as Lloyds TSB Scotland plc. Its other subsidiaries include the mortgage bank Cheltenham and Gloucester; life assurance company Scottish Widows; and finance house Black Horse.

Lloyds TSB Group's activities are organised into three businesses: UK Retail Banking and Mortgages, Insurance and Investments, and Wholesale and International Banking. Lloyds TSB provides a service to a large number of clients in a broad range of markets. Lloyds TSB's Triple A (Moody's) senior debt rating was placed on review for possible downgrade following the announcement of the organization's planned acquisition of HBOS.

On 17 September 2008, UK banking and insurance group HBOS confirmed that it was in "advanced" takeover talks with Lloyds TSB about a deal to merge.^[3] These talks arose following a run on the share price of HBOS connected with the subprime mortgage credit crisis and short selling of shares^[4]. Later in the day it was announced that Lloyds TSB had agreed to buy HBOS for 232p per share.^[5] On 18 September, Lloyds TSB confirmed the ￡12.2 billion deal.^[6]

Formation

See also: Lloyds Bank and Trustee Savings Bank

Lloyds TSB was created in 1995, when the Lloyds Bank and the Trustee Savings Bank ("TSB") agreed to merge their operations,^[2] creating at that time the second largest bank in the UK by market capitalisation after HSBC Holdings; and the largest by market share.

Lloyds Bank was one of the oldest banks in the UK, founded by John Taylor and Sampson Lloyd in 1765 in Birmingham.^[7] Through a series of mergers, Lloyds emerged to become one of the Big Four banks in the UK.

The TSB can trace its roots back to the first savings bank founded by Henry Duncan in Ruthwell, Dumfriesshire in 1810. The TSB itself was created in 1985, by an Act of Parliament that merged together all (except Airdrie Savings Bank) the remaining savings banks in Great Britain under TSB Bank plc.^[8]

UK expansion

The creation of Lloyds TSB was the beginning of a large scale consolidation in the UK banking market. In 1995, the merger between TSB and Lloyds Bank formed Lloyds TSB Group plc, one of the largest forces in domestic banking.^[2]

In June 1999, TSB and Lloyds Bank branches in England and Wales were re-branded Lloyds TSB. Branches in Scotland came under the new brand of Lloyds TSB Scotland, which now has branches stretching from the Northern Isles to the Mull of Galloway.

In 2000, the group acquired Scottish Widows, a mutual life assurance company based in Edinburgh in a deal worth ￡7 billion.^[9] This made the group the second largest provider of life assurance and pensions in the UK after the Prudential. In September the same year, Lloyds TSB purchased Chartered Trust from the Standard Chartered Bank for ￡627m to form Lloyds TSB Asset Finance Division which provides motor, retail and personal finance in the United Kingdom under the trading name Black Horse.^[10]

Lloyds TSB continued to take part in the consolidation, making a takeover bid for the Abbey National in 2001, although this was later rejected by the Competition Commission.^[11]

In October 2003, Lloyds TSB Group agreed the sale of its subsidiary, NBNZ Holdings Limited comprising the Group's New Zealand banking and insurance operations to Australia and New Zealand Banking Group Limited.^[12]

In July 2004, Lloyds TSB Group announced the sale of its business in Argentina to Banco Patagonia Sudameris S.A^[13] and its business in Colombia to Primer Banco del Istmo, S.A.

On 20 December 2005, Lloyds TSB announced that it had reached an agreement to sell, for cash, the credit card business of Goldfish to Morgan Stanley Bank International Limited for a premium of G.B.P.175 million.^[14]

In 2007, Lloyds TSB announced that it has sold its Abbey Life insurance division to Deutsche Bank for ￡977m.^[15]

Lloyds TSB also became the first mainstream bank to launch a sharia-compliant business account, with the Islamic Business and Corporate account being the latest financial product to be run in line with sharia principles.^[16]

Takeover of HBOS

On 17 September 2008, the BBC reported that HBOS was in takeover talks with Lloyds TSB, in response to a precipitous drop in HBOS's share price connected to short selling.^[17] The takeover talks concluded successfully that evening, with a proposal to create a banking giant which would hold a third of the UK mortgage market.^[18]. An announcement was made at 0700 on 18 September 2008.

Although the announcement by the HBOS board confirmed agreement to be taken over by Lloyds TSB, two main steps are required for this to take place:

• Three quarters of HBOS shareholder votes in agreement with the board's actions;^[19]
• UK government dispensation with respect to competition law.

As most of the shareholding votes with HBOS are in the hands of institutional investors, it is unlikely there will be sufficient shareholder protest to the takeover, and as Prime Minister Gordon Brown personally brokered the deal with Lloyds TSB^[20], the dispensation should be a formality. The only event which could hold up these steps is a criminal investigation by the Serious Fraud Office over the circumstances of the short selling, as has been initiated by New York's Attorney General into similar events on the NYSE.^[21] However, the SFO has not indicated it is conducting such an enquiry.

The Lloyds TSB board stated that troubled banks Merrill Lynch and Morgan Stanley were amongst the advisers recommending the takeover.^[19]

The Group is organised as follows:

• UK Retail Banking - Helen Weir, Group Executive Director^[22]
  • Provides a full range of banking and financial services to some 16 million personal customers through over 2,000 branches across the UK, as well as telephone and internet banking services. Cheltenham & Gloucester is the Group's specialist residential mortgage provider, selling its products through branches of C&G (throughout Great Britain) and Lloyds TSB Bank in England and Wales. The Group is one of the largest mortgage lenders in the UK, with a market share of 8.8 per cent as at the end of 2006. Profit before tax from UK Retail Banking in 2006 was ￡1,549 million.
    • Lloyds TSB Bank - England and Wales
    • Lloyds TSB Scotland - Scotland
    • Cheltenham and Gloucester- mortgage and savings bank
    • Scottish Widows Bank - direct banking arm of Scottish Widows

• Insurance and Investments - Archie G Kane, Group Executive Director^[23]
  • Scottish Widows is the Group's specialist provider of life assurance, pensions and investment products, distributed through the Lloyds TSB branch network, through independent financial advisers and directly via the telephone and the internet. Insurance and Investments also includes general insurance underwriting and broking, and fund management. Profit before tax from Insurance and Investments in 2006 was ￡950 million.
    • Scottish Widows
    • Lloyds TSB Insurance Services Limited

• Wholesale and International Banking - G Truett Tate, Group Executive Director^[24]
  • Provides banking and related services for major UK and multinational corporates and financial institutions, and small and medium-sized UK businesses. It also provides asset finance and manages Lloyds TSB Group's activities in financial markets through its treasury function and provides banking and financial services overseas. Profit before tax from Wholesale and International Banking in 2006 was ￡1,640 million.
    • Lloyds TSB Corporate Markets
    • Lloyds TSB Commercial Finance
    • Blackhorse
    • Offshore Banking

　　劳埃德银行(Lloyds Bank)是英国四大银行之一，成立于1765年，是英国历史最悠久的银行之一，曾是英国银行业中最早进行国际业务的银行之一，20世纪70年代进行了大规模的全球扩张。80年代初，劳埃德银行在拉美和商业房地产贷款中遭到严重损失，其中对拉美国家的不良贷款在英国银行中排名第二。另外，其不良商业房地产贷款的比重也非常大。而其资产规模在英国四大商业银行是最小的，资本基础比其英国竞争对手弱。当时的劳埃德银行面临严峻的形势，继续发展的余地非常小。

　　1983年，劳埃德银行一改过去“大的是好的”战略，将重点放在增加股东利益上，制定了每三年将股东利益翻番的目标。劳埃德银行选择了促进经营良好业务、剥离或出售经营不好的业务来实施这一战略。通过一系列的战略转型，在内部建立了一个扁平化的组织结构，实行低成本管理，劳埃德银行已由一家小型的、表现平庸的银行变为一家重点突出的英国零售业务银行。到1998年1月13日，其资本市值达687亿美元，列全球首位，而其他英国银行都未能进入前8名。该行实现了银行经营战略的转型，并取得了巨大的成功。

　　同时，劳埃德银行利用银行转型机遇，建立了一个有利于其战略实施的企业文化。劳埃德银行的文化是一种“成果驱动，追求卓越，非常所罗门类型”的文化。这一文化强调成本效益、成本推动和跑赢大市。

　　因此，只要较低层的产品经理和主管能够达到赢利性目标，他们就能够从非常灵活的、没有官僚等级的、扁平的、分散的机制中获得一定的授权。管理人员的薪酬和奖金将与业绩和公司的效益、股本回报等挂钩。这一新型的银行文化对西方现代银行。

　　英国劳埃德集团以事实证明，这些方法的确有用。该银行运用“游击式”的营销战术，以此打破其惯有的呆板形象，吸引了一些优秀学生。通常，这些学生向往能在管理咨询公司或大型的会计事务所开始自己的职业生涯。

　　劳埃德集团在许多大学都摆放了公司的标记：一匹和真马一样大小的黑马模型。集团在各个大学都以此奇招为中心，展开招聘工作。之后，集团发现应聘学生的质量有了明显的提高。

　　劳埃德集团显示：“2002年和2003年，经过测评中心评估的应聘者中，有五分之一的人符合招聘要求，可以马上上岗。

　　突击行动有助于吸引应聘者的视线。但若要充分利用这一战术，招聘单位需要真正了解招聘市场，并拿出比竞争对手更棒的推广方案来。

　　对一家经营范围遍及全球的企业而言，当它的目标锁定某一特定地区时，它的营销策略就要作相应的调整。劳埃德集团的全球招聘营销经理?辛格（Navjot Singh）说：“我们需要了解招聘营销中哪些方面在全球范围内适用，哪些需要本土化。”知道在何时何地向目标发起攻势，是成功的关键。