Deutsche Bank’s Pan-European Retail Banking Strategy

2690 Words11 Pages
BUSI 3312

Group Case Study– BUSI 3312

“Deutsche Bank’s Pan-European Retail Banking Strategy”

In partial fulfillment of the requirements for BUSI 3312

August 7th, 2012

Table of Contents

Heading Page

Problem Statement 2

Data Analysis 3

SWOT Analysis 3

Strengths 4

Weaknesses 4 Opportunities 5

Threats 5

Key Decision Criteria 6

Alternatives 8

Alternatives Analysis
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2. Deutsche Bank has a lot of options that could all be beneficial to the future success of the bank. 3. If Deutsche Bank was to merge with Dresdner Bank the connections and networking has already been accomplished. 4. If Deutsche Bank continues with it Pan-European retail banking strategy they already have Bank 24, a division that is already retail banking oriented.


1. The management of Deutsche Bank can not get along with the management of Dresdner Bank making if difficult if not impossible for the organization to make the merge. 2. This inability of the management to get along with the management of another firm could cause problems in the future if they can’t get along with the management of other businesses in the future. 3. Moving into other countries in Europe is very expensive. 4. If the bank moved towards the retail banking strategy, that kind of banking is low-margined and therefore may deter investors fearing less return on their investments.


1. Deutsche Bank has a new goal expanding throughout Europe. 2. The banks online banking platform provided a powerful selling channel. 3. With the advent of the euro the ability of operating a bank a pan-European market became a lot easier. 4. Deutsche Bank and Dresdner Bank could merge and expand into investment banking. 5. Deutsche Bank already controls Bank 24 and it would be easy to shift

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