Subject category:
Strategy and General Management
Published by:
IBS Center for Management Research
Length: 21 pages
Data source: Published sources
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Abstract
The case describes in detail the strategies adopted by the Saudi British Bank (SABB), the Saudi Arabian subsidiary of global financial services major HSBC. It examines how the innovative banking services and products introduced by SABB helped it emerge as the fastest growing retail banker in the country by the 1990s. The case begins with a background note on HSBC and comments briefly on its worldwide growth strategies. Thereafter, HSBC''s entry into the Saudi Arabian market and its role in the development of Saudi Arabia''s banking industry is discussed. Apart from giving a detailed explanation of the banking services provided by SABB, the case also examines the rationale behind its decision to introduce Islamic banking products and services and explains them in detail. The bank''s focus on launching value added banking services to its customers in the early 21st century is discussed. The case also takes a look at the recognition SABB received as a result of its customer-centric strategies. In addition, the case provides a detailed note on Saudi Arabia''s banking industry and the concept of Islamic Banking. The case is designed to enable students to: (1) understand the dynamics of the Saudi Arabian banking industry and study its evolution over the years; (2) study the evolution and growth of HSBC and examine its growth and international expansion strategies; (3) understand the concept of Islamic Banking and its underlying principles; (4) understand why a global financial services major needs to adopt localisation strategies to grow in foreign markets that require a radically different business approach; (5) understand the strategies multinational banks can adopt in foreign markets to counter competition from domestic banks and grow in these markets; and (6) examine how a medium-sized bank can effectively compete with larger banks by launching customer focused and value added products and services. The case is aimed at MBA/PGDBA students, and is intended to be part of the strategy and general management curriculum. The teaching note does not contain an analysis of the case.
Subject category:
Strategy and General Management
Published by:
IBS Center for Management Research
Length: 4 pages
About
Abstract
The case describes in detail the strategies adopted by the Saudi British Bank (SABB), the Saudi Arabian subsidiary of global financial services major HSBC. It examines how the innovative banking services and products introduced by SABB helped it emerge as the fastest growing retail banker in the country by the 1990s. The case begins with a background note on HSBC and comments briefly on its worldwide growth strategies. Thereafter, HSBC''s entry into the Saudi Arabian market and its role in the development of Saudi Arabia''s banking industry is discussed. Apart from giving a detailed explanation of the banking services provided by SABB, the case also examines the rationale behind its decision to introduce Islamic banking products and services and explains them in detail. The bank''s focus on launching value added banking services to its customers in the early 21st century is discussed. The case also takes a look at the recognition SABB received as a result of its customer-centric strategies. In addition, the case provides a detailed note on Saudi Arabia''s banking industry and the concept of Islamic Banking. The case is designed to enable students to: (1) understand the dynamics of the Saudi Arabian banking industry and study its evolution over the years; (2) study the evolution and growth of HSBC and examine its growth and international expansion strategies; (3) understand the concept of Islamic Banking and its underlying principles; (4) understand why a global financial services major needs to adopt localisation strategies to grow in foreign markets that require a radically different business approach; (5) understand the strategies multinational banks can adopt in foreign markets to counter competition from domestic banks and grow in these markets; and (6) examine how a medium-sized bank can effectively compete with larger banks by launching customer focused and value added products and services. The case is aimed at MBA/PGDBA students, and is intended to be part of the strategy and general management curriculum. The teaching note does not contain an analysis of the case.
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Subject category:
Strategy and General Management
Published by:
IBS Center for Management Research
Length: 4 pages