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18 cases found.
With a focus on China’s biggest internet companies, Alibaba and Tencent, the case study describes their respective histories, fintech subsidiaries and platform-based ecosystems.
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Reference 6588
Published 22 Jul 2020
Topic Strategy
Region Asia
Industry Financial Services, Internet, Banking
With a focus on China’s biggest internet companies, Alibaba and Tencent, the case study describes their respective histories, fintech subsidiaries and platform-based ecosystems.
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.
Banco do Brasil, a leading Brazilian bank and one of its most established institutions, has a number of growth options. After a long but timid internationalization trajectory, it foresees various foreign expansion opportunities based on Brazil's accelerating economy and international visibility. These economic and social improvements also open up tempting domestic opportunities.
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Reference 6072
Published 29 Sep 2014
Topic Strategy
Region South America
Industry Banking
Banco do Brasil, a leading Brazilian bank and one of its most established institutions, has a number of growth options. After a long but timid internationalization trajectory, it foresees various foreign expansion opportunities based on Brazil's accelerating economy and international visibility. These economic and social improvements also open up tempting domestic opportunities.
The case is set in the financial services industry during the financial crisis of 2008/09 and discusses issues when deciding on "fair" compensation packages for both senior management as well as risk managers. How can banks justify multimillion dollar bonuses to top management, when the institution is showing a loss/accepting government money to survive?
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Reference 5611
Published 30 Jun 2009
Topic Strategy
Region Global
Industry Financial Services, Banking
The case is set in the financial services industry during the financial crisis of 2008/09 and discusses issues when deciding on "fair" compensation packages for both senior management as well as risk managers. How can banks justify multimillion dollar bonuses to top management, when the institution is showing a loss/accepting government money to survive?
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.
This case focuses on broad-gauge strategic positioning and implementation in the global financial services sector.
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Reference 5037
Published 01 Jan 2004
Topic Strategy
Region Global
Industry Financial Services, Insurance, Banking
This case focuses on broad-gauge strategic positioning and implementation in the global financial services sector.
This case looks at the strategy formulation and implementation in global private banking, from the perspective of the pre-eminent firm in this industry.
This case looks at the strategy formulation and implementation in global private banking, from the perspective of the pre-eminent firm in this industry.
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.
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Reference 4829
Published 01 Jan 1999
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.