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13 case(s) found.
The case explains how the French fintech Compte-Nickel found a blue ocean in the crowded French retail banking sector by identifying noncustomers and developing a strategy to attract them.
The case explains how the French fintech Compte-Nickel found a blue ocean in the crowded French retail banking sector by identifying noncustomers and developing a strategy to attract them.
This case focuses on the topic of strategic framing, specifically, how best the protagonist, Charles-Henri Filippi, can gain support for his strategic initiative, re-branding CCF as HSBC.
This case focuses on the topic of strategic framing, specifically, how best the protagonist, Charles-Henri Filippi, can gain support for his strategic initiative, re-branding CCF as HSBC.
A brief follow up to a case which focuses on the topic of strategic framing, specifically how best the protagonist, Charles-Henri Filippi, can gain support for his initiative to re-brand Crédit Commercial de France (CCF) as HSBC.
A brief follow up to a case which focuses on the topic of strategic framing, specifically how best the protagonist, Charles-Henri Filippi, can gain support for his initiative to re-brand Crédit Commercial de France (CCF) as HSBC.
This study of Banco Comercial Português (“BCP”) raises broad issues relating to strategy by growth and acquisition and how market leadership can best be created and extended at home or abroad.
This study of Banco Comercial Português (“BCP”) raises broad issues relating to strategy by growth and acquisition and how market leadership can best be created and extended at home or abroad.
This study of Banco Comercial Português (“BCP”) raises broad issues relating to strategy by growth and acquisition and how market leadership can best be created and extended at home or abroad.
This study of Banco Comercial Português (“BCP”) raises broad issues relating to strategy by growth and acquisition and how market leadership can best be created and extended at home or abroad.
This case focuses on Nordeas move from e-banking to e-business and the way the bank established an e-habit and e-trust among its customers. It examines the main e-business services that Nordea currently offers to its private and corporate customers. These include e-identification, e-signature, e-billing, e-salary and e-payment.
This case focuses on Nordeas move from e-banking to e-business and the way the bank established an e-habit and e-trust among its customers. It examines the main e-business services that Nordea currently offers to its private and corporate customers. These include e-identification, e-signature, e-billing, e-salary and e-payment.
By 1990, BIS Banking Systems had been climbing to the number one position in the world of the specialized financial (banking) software industry. Its flagship software package, MIDAS, had been installed worldwide in more than 400 banks. In April 1990, the company did not seem to meet its expectations in terms of profit. The banking industry went through dramatic changes.
Reference 4829
Published 01 Jan 1999
Length 17 page(s)
Topic Strategy
Region Europe
Industry Banking, Information Services
By 1990, BIS Banking Systems had been climbing to the number one position in the world of the specialized financial (banking) software industry. Its flagship software package, MIDAS, had been installed worldwide in more than 400 banks. In April 1990, the company did not seem to meet its expectations in terms of profit. The banking industry went through dramatic changes.
Please refer to part A for the abstract.
Reference 4829
Published 01 Jan 1999
Length 14 page(s)
Topic Strategy
Region Europe
Industry Banking, Information Services
Please refer to part A for the abstract.
The Eureko Cases (A) (B) (C) examine an innovative alliance of European insurance companies created in response to the expected consolidation of the industry in an integrating Europe. By exploring the evolution of the Alliance it addresses the critical issues both alliances and organisations integrating across regional boundaries have to confront.
The Eureko Cases (A) (B) (C) examine an innovative alliance of European insurance companies created in response to the expected consolidation of the industry in an integrating Europe. By exploring the evolution of the Alliance it addresses the critical issues both alliances and organisations integrating across regional boundaries have to confront.
The Eureko Cases (A) (B) (C) examine an innovative alliance of European insurance companies created in response to the expected consolidation of the industry in an integrating Europe. By exploring the evolution of the Alliance it addresses the critical issues both alliances and organisations integrating across regional boundaries have to confront.
The Eureko Cases (A) (B) (C) examine an innovative alliance of European insurance companies created in response to the expected consolidation of the industry in an integrating Europe. By exploring the evolution of the Alliance it addresses the critical issues both alliances and organisations integrating across regional boundaries have to confront.
The Eureko Cases (A) (B) (C) examine an innovative alliance of European insurance companies created in response to the expected consolidation of the industry in an integrating Europe. By exploring the evolution of the Alliance it addresses the critical issues both alliances and organisations integrating across regional boundaries have to confront.
The Eureko Cases (A) (B) (C) examine an innovative alliance of European insurance companies created in response to the expected consolidation of the industry in an integrating Europe. By exploring the evolution of the Alliance it addresses the critical issues both alliances and organisations integrating across regional boundaries have to confront.
Starting from scratch in 1986, BCP has grown to become one of the largest and most profitable banks in Portugal. Its enormous success can be attributed to several factors including favourable external conditions and the successful management of a strategy of aggressive customer-driven innovations. I.T. has played a central role to BCP's success.
Starting from scratch in 1986, BCP has grown to become one of the largest and most profitable banks in Portugal. Its enormous success can be attributed to several factors including favourable external conditions and the successful management of a strategy of aggressive customer-driven innovations. I.T. has played a central role to BCP's success.
