Corporate strategy in the UK credit card market: The case of Barclaycard
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.
|Date of creation:||10 Nov 2002|
|Date of revision:|
|Note:||Type of Document - pdf; to print on HP/PostScript/Franciscan monk; pages: 24|
|Contact details of provider:|| Web page: http://126.96.36.199|
When requesting a correction, please mention this item's handle: RePEc:wpa:wuwpio:0211020. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (EconWPA)
If references are entirely missing, you can add them using this form.