Product details

This is the French translation of case 303-015-1. This case describes the international growth and market entry strategies of Allied Irish Banks (AIB), the leading Irish banking and financial services group. The company has made the transition from an exclusively Irish domestic bank to a multinational organisation with operations in several different regions of the world. The key learning objective is to examine how a mid- sized bank diversified its revenue streams through international acquisition but ultimately over-stretched its resources and capabilities. The case material addresses the limitations of international market expansion for a company that is relatively small in terms of structure, resources and market capitalisation and lacks global brand recognition. These issues are particularly acute in an industry that is consolidating, with the emergence of several large global players. The case concludes with a reflection on the transnational management control issues arising from the large scale fraud perpetrated at AIB''s US subsidiary, Allfirst, and raises questions concerning the future of AIB''s international operations. This case was selected for the 2003 John Molson MBA International Case Competition final and was a finalist in the 2002 AIB- CIBER Case Competition sponsored by the Indiana University CIBER.