Barclaycard

3. What are the consequences of Capital One’s IT strategy for expansion into different segments of the credit card industry, and into other industry’s?

Our new strategy was to look at our customers’ total holding and figure out how to deepen their relationship with the bank if they had potential. “Case study page 8”

Barclays PLC, formerly known as Barclays Limited Bank implemented financial industries and sustainability which focuses on profit, environment and the people. Barclays PLC focused on environment thru carbon, palm oil and mining. The environment focuses on priorities to target carbon, waste and paper. Barclays made decisions on palm oil depending on the effect to the environment and the employment opportunities to the people. Barclays concentrates on social aspects of the triple bottom-line and sustainability. Barclays focuses on ethical and social principles thru the implementation of respect and value of its workers, integrity and servicing customers. Barclays feels that if the workers are working together they will be able to provide a better service to the customers. Barclays has a variety of programs that benefit the developing companies and the people. The programs include “Building Young Futures” and “Barclays Spaces for Sports.” Barclays integrates retail and banking, investments and wealth management unto their company. Barclays meets the needs of all financial stakeholders and impacts long and short term of the company’s decision making. Lastly, Barclays focuses on wealth management providing clients with wealth advisors to assist clients to manage their accounts, pensions and properties.

The banking industry is ripe for innovation. We need to grow through value creation and excellent service that is appreciated by customers as opposed to price alone. — Milton Jones, president, Georgia Banking Group “I wonder if we’re being ‘overrewarded’!” exclaimed Warren Butler to Amy Brady, the executive responsible for Bank of America’s Innovation & Development (I&D) Team in Atlanta, Georgia. As an executive in the consumer bank’s quality and productivity group, Butler led innovation and process change in Brady’s group, which was responsible for testing new product and service concepts for the th bank’s branches. In the company’s elegant 55 floor conference room

Threats alternatives : Barclays Bank Provided products different from the rest of the banks that offer similar products in order to maintain the survival of the bank at the forefront among its competitors , by providing securities fixed income , mutual funds and insurance , in contrast there is a significant threat to Barclays Bank in sustainability with the existence of institutions Non-banking that provides financial services Such as that provided by the

Further, Government intended to reform Barclays management and operation, but Middle Eastern focused on the opportunity to profit. Therefore, it is wise to accept Middle Eastern offer. Lastly, cooperating with Middle Eastern investors might lead Barclays expend to Middle Eastern area and increase commercial opportunities.

Changing Citi’s processes, along with the organizational culture, need analyzing for management to have an accurate understanding if goals and current status are compatible and working together. The sustaining phase in the cycle of change is not complete because all phases have occurred. Sustaining requires long term maintenance and monitoring for the business to stay competitive in the marketplace, keep clients and personnel satisfied, and profits to keep flowing in. If Citi successfully shares the vision with staff, executes the changes well, monitors and accepts feedback from their workforce, many obstacles have been overcome. This last phase of sustaining is a tool

Many of these threats have stopped competitors from taking over this market. Even though there are many threats, the opportunity to be the major player in this market exists and returns can be large due to the risk-return payoff. In addition, the credit card business can leverage the current position of Citibank by cross-selling their product and make Citibank a household name.

As part of Barclays customers are more valuable assets, as one of the goal for Barclays is that they want to be the ‘Go-to’ bank for customers and client within the next five years, this is done by having a sustain forward momentum. Furthermore, having an essential banking service that customer need across the sector, region and around the

Assisted a PwC team’s effort to develop recommendations to modernize a large US based custody bank’s core banking and payments platforms (i.e., wire transfer, ACH). During this engagement I assessed payment technology options and helped determine the costs and benefits of various investment scenarios. The

Product innovation – Since all banks are offering similar products therefore differentiation is important for future survival.

Despite these successes the banks have failed to understand and deliver innovation that is fuelled by different technologies to their customers. (Gerbino, D., 2014)

After review of the customer’s website, services offered, and over goal, the Market feasibility does not make sense. The market is saturated with competition such as Visa, MasterCard, Discover, AMEX, Rush Card, and many more. The company does not appear to have done the necessary research to determine the whether there is a need for this service in the market. In addition, this would hint to the fact a proper business plane was not completed and reviewed. Their validity of market acceptance appears to be assumed versus researched and studies.

Citibank 's strategy in California was to build a profitable franchise by providing relationship banking combined with a high level of service to its customers. Service was delivered face to face (in the branch) or remotely, depending on the wishes of the customers. Customers’ service expectations rose in line with their net worth, as did their profitability for the bank. These customers demanded high levels of service with careful personal attention and a broad selection of financial products. Citibank provided a broad array of services including a dense network of ATM machines, 24 hour banking, and home banking. Financial measures had dominated Citibank 's performance evaluation in the past. But top managers in the division felt that these measures were poor vehicles to communicate the high service strategy of the bank. Frits Seegers wanted people in the division to have a broader view of the business and focus their attention on those dimensions that were critical to the long term success of the franchise. To reflect the importance of non-financial measures as leading indicators of strategy implementation, the California Division developed a Performance Scorecard. It complemented existing financial measures with new measures reflecting important competitive dimensions in the bank’s strategy. The initial version was pre-tested in 1995 and, starting in the first quarter of 1996, Performance Scorecard goals and performance data became a central

Citibank and its competitive advantages rely on its unique strategy to exclude any type of joint venture. In 1997, a wide range of potential new services included credit