- Your selection
- Clear all
- Banking x
- Europe x
- Strategy x
23 case(s) found.
In 2016, Steve Anavi and Alexandre Prot started Qonto as a ‘challenger’ bank focused on SMEs and freelancers, in France. After achieving rapid success, questions surface about where to draw the bank’s boundaries. The early focus is on the customer interface and back-end operations are outsource, but by 2017 they are wondering whether to bring the core banking infrastructure in house.
Reference 6580
Published 12 Mar 2021
Length 3 page(s)
Topic Strategy
Region Europe
Industry Financial Services, Banking
In 2016, Steve Anavi and Alexandre Prot started Qonto as a ‘challenger’ bank focused on SMEs and freelancers, in France. After achieving rapid success, questions surface about where to draw the bank’s boundaries. The early focus is on the customer interface and back-end operations are outsource, but by 2017 they are wondering whether to bring the core banking infrastructure in house.
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.
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.
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.
The case on Banco Santander is a complement to the case "Nordea and the European Market for Banking and Financial Services in 2015".
Reference 6201
Published 24 Mar 2016
Length 15 page(s)
Topic Strategy
Region Europe
Industry Financial Services, Banking
The case on Banco Santander is a complement to the case "Nordea and the European Market for Banking and Financial Services in 2015".
The "Handelsbanken" case is a complement to "Nordea and the European Market for Banking and Financial Services in 2015".
Reference 6193
Published 24 Feb 2016
Length 15 page(s)
Topic Strategy
Region Europe
Industry Financial Services, Banking
The "Handelsbanken" case is a complement to "Nordea and the European Market for Banking and Financial Services in 2015".
The case describes the market structure of Europe's banking sector (retail, wholesale, investment banking, asset management), the major events that shaped the restructuring of the banking industry after the global financial crisis, the positioning and performance of the main competitors in the Nordic region (Handelsbanken, Danske Bank, DNB, Deutsche Bank), and the history, strategy, position and p
Reference 6171
Published 24 Feb 2016
Length 48 page(s)
Topic Strategy
Region Europe
Industry Financial Services, Banking
The case describes the market structure of Europe's banking sector (retail, wholesale, investment banking, asset management), the major events that shaped the restructuring of the banking industry after the global financial crisis, the positioning and performance of the main competitors in the Nordic region (Handelsbanken, Danske Bank, DNB, Deutsche Bank), and the history, strategy, position and p
The case describes the spectacular rise of UBS in the period 2000-2008 and its decline in the aftermath of the global financial crisis. CEO Ospel led an ambitious growth strategy, abandoning UBS's traditional risk-averse culture in favour of a more risk-taking form of investment banking in the USA.
The case describes the spectacular rise of UBS in the period 2000-2008 and its decline in the aftermath of the global financial crisis. CEO Ospel led an ambitious growth strategy, abandoning UBS's traditional risk-averse culture in favour of a more risk-taking form of investment banking in the USA.
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.
