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Corporate strategy in the UK credit card market: The case of Barclaycard


  • Bernardo Batiz-Lazo

    (Open University Business School)

  • Jaurenee Wonglinpiyarat

    (Manchester Business School)

  • Douglas Wood

    (Manchester Business School)


The case study is concerned with how a long-standing market leader maintains a position of advantage and develops its business in a fast- moving industry undergoing significant change. There are many different strategic options open to Barclaycard, but which will be most suitable? Will all the options be acceptable, not only in terms of the likely risk and returns but also to the major stakeholders? Will the options be feasible? The case invites readers to evaluate and compare a range of strategic options and to choose the best way forward for Barclaycard.

Suggested Citation

  • Bernardo Batiz-Lazo & Jaurenee Wonglinpiyarat & Douglas Wood, 2002. "Corporate strategy in the UK credit card market: The case of Barclaycard," Industrial Organization 0211020, EconWPA.
  • Handle: RePEc:wpa:wuwpio:0211020
    Note: Type of Document - pdf; to print on HP/PostScript/Franciscan monk; pages: 24

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    banks; corporate strategy;

    JEL classification:

    • L - Industrial Organization

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