UK Commercial Banking industry analysis

SYRACUSE UNIVERSITY

UK Commercial Banking
Industry Analysis
Project 1, Assignment 02
Manan Kakkar
3/26/2012

Manan Kakkar 1
IST 755 Project 1 Assignment 2

Table of Contents
Industry Overview ......................................................................................................................................... 3
National Environment ................................................................................................................................... 3
Demographics and Economics .................................................................................................................. 3
Population ............................................................................................................................................. 3
Age Demographics ................................................................................................................................ 5
Ethnic Demographics ............................................................................................................................ 5
Gross Domestic Product........................................................................................................................ 6
Infrastructure .......................................................................................................................................... 10
Telecommunications ........................................................................................................................... 11
Credit Availability ................................................................................................................................ 12
Policy Environment ................................................................................................................................. 12
Market Size and Growth Rate ................................................................................................................. 13
Banking Value Chain ............................................................................................................................... 13
Strategic Analysis ........................................................................................................................................ 14
Industry Rivalry ....................................................................................................................................... 14
Global Comparison.............................................................................................................................. 14
Threat of New Entrants ........................................................................................................................... 14
Bargaining Power of Buyer ..................................................................................................................... 15
Bargaining Power of Supplier.................................................................................................................. 15
Threat of Substitutes............................................................................................................................... 16
Information Systems in Commercial Banking ............................................................................................. 16
Internal Systems for the Employees ....................................................................................................... 16
Barclays ............................................................................................................................................... 17
Royal Bank of Scotland (RBS) .............................................................................................................. 18
Lloyds Banking Group ......................................................................................................................... 18
HSBC .................................................................................................................................................... 19
Observations ....................................................................................................................................... 19

Manan Kakkar 2

Customer Facing or Transactional Systems ............................................................................................ 19
Plastic Cards (Debit and Credit) .......................................................................................................... 19
Mobile Banking ................................................................................................................................... 19
Online Banking .................................................................................................................................... 20
Global Comparison.................................................................................................................................. 20
Information Systems as Strategic Advantage ............................................................................................. 21
Technology Transformation .................................................................................................................... 21
Service Model ......................................................................................................................................... 21
Bibliography ................................................................................................................................................ 22

Manan Kakkar 3

Industry Overview
The commercial banking industry in the UK is slowly showing signs of recovery after the financial
meltdown of 2009 and 2010. In order to help revive the economy, the UK government bailed out two
public banks and changed regulations to reduce impact of HBOS going under (Datamonitor, 2009).

There are five major commercial banks in the UK, two of which have significant government investments
while three are private. According to current market cap, the top five banks in the UK are:

1. HSBC: £100,520M (London Exchange)
2. Standard Chartered: £38,122M (London Exchange)
3. Royal Bank of Scotland: £30,911M (London Exchange)
4. Barclays: £29,833M (London Exchange)
5. Lloyds Banking Group: £25,006M (London Exchange)

National Environment
The key national environment factors in the UK that are important to the commercial banking sector
are:

Demographics and Economics
The demographics and economic information of UK is crucial to this report since, for a bank, it is the
people who deposit in a bank and withdraw from a bank. As we will see later in our Five Force analysis,
the customer becomes the supplier and buyer for the banking industry. Since we have five major players
in the UK banking sector, the market needs customers for competition in the market. The amount of
money deposited in the banks that can in turn be infused back into the economy as investments or loans
depends on the nation’s economic conditions such as GDP. If the government rules and regulations
allow vibrant competition and openness, the economy grows, this leads to more cash with people to
deposit, and the cycle continues. Here’s a quick overview of the demographics and economics of UK:

Population
The estimated population of UK up to July 2012 is 63,046,162 (CIA). In comparison to other countries in
the Europe and Central Asia region, United Kingdom ranks 5th behind France, Turkey and Germany
(World Bank, 2012).

Manan Kakkar 4

Figure 1 UK Population

Manan Kakkar 5

Age Demographics

0-14

65+

Figure 2 UK Population Age Demographics

The age groups from 65+ are citizens who have retired and are either using their pensions or savings.
These are not active users who deposit cash and would be comfortable with their existing bank
accounts. The considerable population in the UK is within the 15 to 64 age group that keep the economy
active. For banks, this statistic is a positive sign since despite the economic crisis, the majority
population will continue to keep the money flowing. With more than 25% of the population in 0 to 14,
the banks have new customers to look forward to.

Ethnic Demographics
The Ethnic breakup of UK’s population based on a 2001 census is as follows (CIA):

• White 92.1%
o English 83.6%
o Scottish 8.6%
o Welsh 4.9%
o Northern Irish 2.9%
• Black 2%

Manan Kakkar 6

• Pakistani 1.3%
• Mixed 1.2%
• Other 1.6%
The ethnic demographics play an important role in the banking sector, since there ethnic minorities and
immigrants face difficulties in opening bank accounts. Lack of identification documents and stringent
regulations put in place by the industry watchdog make it tough for banks to offer services to certain
ethnic groups (Stacey, 2012).

Gross Domestic Product

GDP Total

Figure 3 UK GDP 2000-2010 (World Bank, 2012)

Manan Kakkar 7

GDP per capita

Figure 4 UK GDP per capita (current USD) (World Bank, 2012)

The UK GDP per capita saw a sharp dip during the economic crisis and fortunately is back up. With a
growing per capita, the banks should look forward more spending and financial transactions. This is a
positive sign for the economy and financial services.

Manan Kakkar 8

GDP Growth Rate

Figure 5 UK GDP Growth 2000-2010 (World Bank, 2012)

The GDP growth rate is an indicator of the economy’s growth. The UK economy saw a quick recovery
after the economic crisis. A stronger economy indicates more financial transactions.

Manan Kakkar 9

Market Openness

Figure 6 Insurance and Financial Services Export UK (World Bank, 2012)

Manan Kakkar 10

Figure 7 Insurance and Financial Services Import UK (World Bank, 2012)

Imports and exports due to financial services in the UK have seen some slowdown; however, there was
no sharp fall during the economic crisis. This is a strong sign for the stability of financial institutions. In a
report (TheCityUK, 2011), some specifics about the financial services sector in the UK have been shared:

• In 2010, UK financial services generated £36 Billion trade surplus
• In 2009, £124 Billion was contributed by the sector towards the economy

Infrastructure
In the banking sector, the IT infrastructure of the country plays an integral role. There is constant data
transfer from banks and use of ATM machines spread across the country. As we will see in our IS and IT
systems analysis, mobile and internet banking are growing fast in the UK. A strong telecommunications
infrastructure is critical for the banking sector to offer secure and reliable services.

Manan Kakkar 11

Telecommunications

Figure 8 Internet Users in UK (World Bank, 2012)

Manan Kakkar 12

Figure 9 UK Mobile Cellular Subscriptions (World Bank, 2012)

Credit Availability
The credit line for credit cards and loans for end-users depend on the availability of credit. UK’s central
bank—The Bank of England—has said more credit will be made available for customers (Douglas, 2012).
A 2011 survey conducted by the Bank of England reported that there was increase in availability of
credit (Bank of England, 2011).

Policy Environment
The policies in the banking sector have been tightened since the economic crisis. However, these
regulatory policies don’t intimidate new entrants into the market (Office of Fair Trading, 2010). The
Financial Services Authority (FSA) is the regulatory body in UK that governs the banking policies. The IS
strategy of banks need to take in to account the policies regarding security, data transfer and risk
measurement.

Manan Kakkar 13

Market Size and Growth Rate
The UK banks’ contribution to the economy is a credible metric for market size. In 2009-2010, tax
revenues generated from the financial sector was £53 Billion.

Banking Value Chain
In banking, the value chain is unconventional since the lender and borrower are present at the end and
start of the value chain. The IS strategy needs to be built around this concept and as a result, Customer
Relationship Management tools are finding their ways into commercial banks. A basic graphical
representation of the banking sector’s value chain is:

Product Back-end Risk Distribution
Development Processing Management Technology

Figure 10 Banking Sector Value Chain (Synovate)

Cultural Environment
According to Hofstede’s four dimensions of culture, the banking industry in the UK does not have
masculinity vs femininity when it comes to the customer. In the UK, people tend to be careful of their
investments post the economic crisis and do not take irrational risks. The UK is considered to be
individualistic rather than collective (Hofstede's Intercultural Dimensions).

Manan Kakkar 14

Strategic Analysis
We will be using Porter’s Five Forces to analyze the banking industry and the players in the UK.

Industry Rivalry
The United Kingdom commercial banking sector is widely considered to be an oligopoly with the five
banks leading the market. According to the CEOs of the banks, there is intense competition among the
five players (The Treasury Committee, 2011). Given the economic crisis, the government eased on
competitive rules allowing banks to merge (Datamonitor, 2009). The UK Treasury committee said that
the banks have made it difficult for the customers to switch banks by making it difficult to compare the
services offered and cited the Cruickshank Report (The Treasury Committee, 2011). In addition to not
letting rivals poach clients, the banks also have been opting for Mergers and Acquisitions to maintain
market dominance. Barclays bought Lehman Brothers in what is considered to be one of the deals of the
century (Junod, 2009). The Royal Bank of Scotland, as part of a consortium, bought ABN Amro in 2007
(Business Insights, 2008). This has led to consolidation within the sector.

The banks have their own strengths and weaknesses and given the oligopoly status quo in the UK, the
banks are concentrating on expanding in other regions to build market presence. The Royal Bank of
Scotland is expanding in countries like Ireland and has a strong presence in the Asia-Pacific region. This
allows RBS to compete with the UK rivals using resources from these regions. HSBC on the other hand
has been focusing on cards; this allows the bank gain credibility in the market (Business Insights, 2008).

The industry rivalry is medium.

Global Comparison
As seen in our global analysis report, industry rivalry in the UK is also medium. The banks across the
world are trying to survive after the economic crisis and as a result are comfortable maintaining the
status quo.

Threat of New Entrants
The commercial banking sector relies on creating trust amongst clients, having a competitive
infrastructure, and information about customers. For a new bank to attract customers, the bank needs
to create brand awareness. The banks need to offer attractive products and services that make
customer defect from their bank. The oligopoly setup makes it difficult for new players to enter the
market since the customers are spread out across the five major banks (Office of Fair Trading, 2010).
The same report further points out, the infrastructure needed to be able to provide customers with
competitive services. Branch offices, payment networks and gateways, are some of the components
needed for a new entrant to have in place. The investments in infrastructure lead to higher costs for
new entrants.

The economic conditions and some banks choosing to disinvest offer newer players a chance to enter
the market (Office of Fair Trading, 2010). In many cases, it is the bigger international players that can
enter the market with their resources and acquisition of comparatively smaller, regional players.

Manan Kakkar 15

However, research shows that customers in the UK do not want to opt for non-UK banks (Office of Fair
Trading, 2010).

The threat of new entrants is medium.

Global Comparison
In our global research, the threat of new entrants was seen to be low due to the capital needed and
government regulations; however, in my research on UK’s banking sector, international players with
cash can enter the market and potentially disrupt status quo. The chances of new players coming in
cannot be ruled due to banks choosing mergers and acquisitions as a way to expand and grow, hence
can acquire smaller banks in the UK.

Bargaining Power of Buyer
The buyer’s bargaining power is one of the biggest forces in the banking sector since this is a service
industry; a supplier’s bargaining power being the other major force. In commercial banking, the buyer
and supplier is the customer. As a buyer, the customer’s bargaining power is less since all banks offer
essentially the same products. Due to the status quo maintained by the industry, a buyer lost by one
bank will end up with another bank resulting in a round robin situation (Datamonitor, 2009).

For the customer using banking services, they have higher bargaining power when it comes to card
services offered (Datamonitor, 2009). Banks like HSBC are trying to leverage this higher bargaining
power to their advantage (Business Insights, 2008). Barclays on the other hand is hoping to retain
customers by offering competitive e-banking services.

The bargaining power of buyer is low

Global Comparison
In our research of the global market we found the buyer’s bargaining power being medium due to the
product prices offered by the banks. In the UK however, the oligopoly setup and survival-first strategy of
banks, the buyer does not have a lot of bargaining power. The banks also make it difficult for the buyer
to switch (Office of Fair Trading, 2010).

Bargaining Power of Supplier
In the UK, out of five, the Royal Bank of Scotland and Lloyds Bank have investments from the
government (Lesova, 2012). This makes the government a major supplier to the industry. In addition to
economic support post the economic crisis, the government makes the rules. The government changed
the regulations allowing the Lloyds bank’s acquisition of HBOS (Datamonitor, 2009). The end-customer is
a supplier to the banks and as such it is essential for the banks to maintain customer lock-in. The recent
economic down turn has led to customers’ lack of faith in banking institutions and this has increased the
bargaining power of the customer as a supplier (Datamonitor, 2009).

The bargaining power of supplier is high

Manan Kakkar 16

Global Comparison
In our global research we found the supplier’s bargaining power high for slightly different reasons—
primarily services offered. In the UK, however, the government yields a powerful influence in policy
making as an investor in two major banks. Also, since services offered by the top banks are largely the
same, the supplier can opt to switch if he chooses to.

Threat of Substitutes
In the banking segment, substitutes are being seen as alternate services that offer basic banking services
like investing and saving. These alternates include real estate investments, mortgages and pension
funds. The returns in these substitutes vary and are volatile; in addition, these services are less
regulated. This makes it difficult for the already skeptical UK customer to trust and opt for substitutes.

The threat of substitutes is low

Global Comparison
The threat of substitutes in the global market and UK is low. The reasons in this case are the same. The
customers rely on banking institutes due to their existence since several years, the ‘too big to fail’
thinking (The Treasury Committee, 2011) backed by the government bailing the banks (Shaoul, 2009).

Information Systems in Commercial Banking
In our global report we explained how the Information Systems and IT infrastructure of a bank can be
divided into two main categories:

• Operational systems
• Customer facing

Internal Systems for the Employees
The internal infrastructure of a bank that is used by employees and used for daily operations is the
backend system. Customer Relationship Management suites are now seen as key to a bank’s internal
infrastructure. The CRM of a bank brings together the different divisions of a bank with a central focus
on the consumer. E.W.T. Ngai proposed the following representation of CRM in an organization:

Manan Kakkar 17

Sales

Customer Service
Marketing Relationship and
Management Support

IT & IS

Figure 11 Classification framework for CRM (Ngai, 2005)

The IT & IS involved in a CRM system includes concepts like IT security, Data mining and Data
warehouses. The UK banking industry has been using computing systems dating back to 1926. The
Ledger Posting Machines were used for coming up account balance reports. As technology progressed
through the years, computing systems found their way into other banking functions such as book-
keeping. The cost savings benefits of IT in banking were seen in those years. Computer manufacturers
like IBM have been part of the UK banking infrastructure since the early 1900s (Batiz-Lazo & Wardley,
2007).

The IT & IS systems are upgraded and changed for better efficiency and in case of mergers and
acquisitions. The IT infrastructure of some of the UK banks gives us interesting insights into the
Information Systems strategies of the respective banks, and even the industry as a whole.

Barclays
Starting May 2009, Barclays initiated their operational restructuring to adapt with the market crisis. The
IT division saw 700 employees being laid off (King, Barclays to lay off 700 UK IT staff by end of year,
2009). A big blow to one of the critical cog in bank’s working, in January 2010, Barclays and Accenture
parted ways. Accenture helped Barclay’s in their application development as part of a six deal pegged at
£400M (King, Barclays drops £400m Accenture deal, 2010).

In May of 2010, Barclay’s decided to promote their head of Customer Relationship Management (CRM)
to head their retail banking division (Parsons, 2010). The move is significant since as we wrote in our
global research study, banks with CRM in place have a competitive advantage and banks can come up
with tailored products. Having someone who knows the clients’ needs running the division will help the
bank understand their customers better.

Manan Kakkar 18

As part of moving forward during the economic crisis, Barclays realized the need of an analytics system.
The company roped in SAS for a Business Intelligence tool that would let Barclays conform to better
regulatory standards in addition to have more reliable data (King, Barclays SAS system used to improve
consumption forecasting, 2012). The problems for Barclays in 2010 were not limited to the economic
crisis. Reports of a fraud employee using the organization’s IT infrastructure for money laundering
surfaced (ComputerWeekly, 2010).

Royal Bank of Scotland (RBS)
In 2005, the Royal Bank of Scotland announced plans to introduce a system to track the performance of
their call center employees. The system known as the ‘Productivity Improvement Measurement and
Management System’ (PIMMS) was part of the organization’s Human Capital Management suite used by
the company’s Human Resources division. PIMMS would let RBS’s HR to know information such as
leadership and absence among other parameters of employee performance (Thomas, 2005). The PIMMS
system comprised of four modules that included forecasting, reporting, work measurement, employee
rosters and work patterns (Job, 2006).

During the economic crisis, RBS had a tough time and the lack of efficient IT systems to measure risks
was understood to be one of the reasons (King, Royal Bank of Scotland did not have right risk
measurement IT systems, says FSA, 2011).

During the economic crisis, the bank was said to layoff close to 4,500 employees from the back-office
operations in UK. This was going to impact the bank’s IT operations (King, Royal Bank of Scotland cuts
9,000 back office jobs, 2009). The report also suggested the bank adopting a new IT system. In October
of the same year, more information about the new IT system was shared. At a cost of nearly £6 Billion in
a span of five years, RBS planned to integrate ABN Amro’s system with theirs. For RBS, integrating their
various IT systems was a challenge that they hoped to solve with the massive investment (King, Royal
Bank of Scotland to spend £6bn on IT, 2009).

Lloyds Banking Group
In June 2011, the bank announced major cost cutting steps as part of the restructuring initiatives. During
the economic crisis, the bank announced their acquisition of the Halifax Bank of Scotland and the IS of
both organizations had to be integrated (Nguyen, 2011).The bank also severed ties with several of its IT
suppliers such as VMware, Oracle, SAP and Microsoft. Like the Royal Bank of Scotland, Lloyd announced
their plans to integrate HBoS’s information with their platform (King, Lloyds Banking Group lines up
huge HBOS system switch, 2011).

Less than a year later, Lloyds Banking Group announced that the integration was complete (Llyods
Banking Group, 2011). The integration was a considerable expenditure for the organization but would
allow the new entity to offer comprehensive and integrated services to their customers.

The bank has deployed McAfee’s security solutions to secure their networks and Skybox Secure for risk
modeling (British Telecommunications).

Manan Kakkar 19

HSBC
As explained above, Data warehousing plays an important role in CRMs and First Direct leverages its
data to offer better after-sales support to its customers. As seen in our Porter’s analysis of the industry,
the bargaining power of supplier is high; the customer can choose to take his business to another bank
in case he feels dissatisfied with one bank (Ryals).

Observations
As we’ve seen, the economic crisis led the major banks to evaluate their expenditure, take drastic cost-
cutting steps like layoff manpower, and re-think their IT strategies.

Customer Facing or Transactional Systems
The options available to the end-user to interface with the bank have evolved with time. Users like the
option to track their accounts using online banking and the penetration of smart phones has led to users
opting for mobile banking while using cards.

Plastic Cards (Debit and Credit)
Card transactions are a popular payment method used by consumers. The UK Card Association
estimates £37.9 Billion worth of transaction done using plastic cards (The UK Cards Association, 2011).

Figure 12 Average Month Expenditure (£ Billions) Figure 13 Spending on plastic cards (Annual growth rates)

The security involved in card transactions has improved over the years with a 41% fall in losses due to
couterfeit plastic cards (Kirk, 2011). The IS systems involved in card banking include the ATM
infrastructure spread across the country.

Mobile Banking
IBM believes that by 2016, there will be considerable change in people’s banking habits due to mobile
devices (IBM Global Business Services). The leading commercial banks in UK like Lloyds, Barclays, HSBC,
and Royal Bank of Scotland have applications or mobile optimized websites for their customers to use.
The benefit of having mobile optimized websites is that the bank does not need to develop and maintain
apps for multiple platforms.

Reports from industry watchers suggest the UK market is split between Android and iOS devices. In
September 2011, Nielsen’s report placed Android as a popular choice while Apple’s iPhone had the

Manan Kakkar 20

highest brand loyalty in the UK (Nielsen, 2011). However, in February, Apple’s iPhone was the top selling
smartphone in UK (Arthur, 2012). The UK is seeing rapid growth in mobile banking. According to a
report, there has been a 136% increase in daily mobile banking users from December 2010 to December
2011. An estimated 4.8 million customers used their smartphones for netbanking in ;ast quarter of 2011
(comScore, 2012).

Online Banking
In comparison to mobile banking, January 2008 saw almost 10.9 Million users using online banking
services (comScore, 2008). The infrastructure needed to keep the websites running is a challenge for the
IT departments of the banks. In 2011, HSBC UK faced severe downtimes when their servers crashed. The
company was quick in responding to the situation but the outage highlights a concern (Espiner, 2011).

The online banking services offered by most banks are the same. Customers can make transfer and track
their spending using detailed reports.

Global Comparison
The Information Systems deployed in the UK banks and globally are similar. IT infrastructure needed for
CRMs, mobile and online banking is not different. Vendors and pricing vary based on regions.

Manan Kakkar 21

Information Systems as Strategic Advantage
While the five major players in UK are comfortable with the status quo, they are trying hard to cut costs.
Initially, the some banks decided to downsize their IT departments; they are, however, bringing in new
IT systems to improve efficiency. The focus on the customer and developing a strategy around their
Customer Relationship Management system, banks are trying to leverage IT and IS to improve their
operations. In our global analysis we observed that banks are using two alignment perspectives
(Henderson & Venkatraman, 1999). Similarly, in the case of UK’s banking sector, banks use two
perspectives for business and IS alignment.

Technology Transformation
Post the economic crisis and bailouts offered by the UK government, it is essential for both private and
public banks to have a well-defined business strategy. The banks are using IT systems to reduce costs
and increase efficiency; in order for this strategy to work, the banks have to know their business strategy
first. The CRM systems deployed will have little return on investment if the banks are not using the
information and reports produced using these systems. Banks like Barclays are using BI tools to gather
better information and use this to tailor their products (King, Barclays SAS system used to improve
consumption forecasting, 2012).

Service Model
For the banks to operate efficiently, they need to change their infrastructure according to the business
strategy. Barclays, for example, decided to put their head of CRM in charge of retail banking (Parsons,
2010). For the banks to achieve operational excellence, they need to work towards building a structure
that understands how the IT and IS work together. The organization needs to make optimum usage of
the technology provided to stabilize.

Manan Kakkar 22

Bibliography
Arthur, C. (2012, February 16). Apple tops the UK in smartphone sales. Retrieved March 25, 2012, from
The Guardian: http://www.guardian.co.uk/technology/2012/feb/16/apple-tops-uk-in-
smartphone-sales

Bank of England. (2011). Credit Conditions Survey. Bank of England.

Batiz-Lazo, B., & Wardley, P. (2007). Banking on change: information systems and technologies in UK
high street banking, 1919–1969. University of Leicester and University of the West of England.
Financial History Review.

British Telecommunications. (n.d.). Post Merger Network Risk. British Telecommunications.

Business Insights. (2008). The Top Ten Global Retail Banks. Business insights.

CIA. (n.d.). The World Factbook. Retrieved March 25, 2012, from Central Intelligence Agency:
https://www.cia.gov/library/publications/the-world-factbook/geos/uk.html

ComputerWeekly. (2010, October 20). Barclays hit by insider computer fraud, says IT security chief.
Retrieved march 25, 2012, from Computer Weekly:
http://www.computerweekly.com/news/1280094127/Barclays-hit-by-insider-computer-fraud-
says-IT-security-chief

comScore. (2008, April 28). One Out of Three U.K. Internet Users Banked Online in January 2008.
Retrieved March 25, 2012, from comScore:
http://www.comscore.com/Press_Events/Press_Releases/2008/04/UK_Online_Banking

comScore. (2012, February 17). The Rise of Mobile Banking in the UK. Retrieved March 25, 2012, from
comScore Data Mine: http://www.comscoredatamine.com/2012/02/the-rise-of-mobile-
banking-in-the-uk/

Datamonitor. (2009). Commercial Banking in the United Kingdom. Datamonitor.

Douglas, J. (2012, January 5). U.K. Banks Cautious on Credit Conditions. Retrieved March 25, 2012, from
The Wall Street Journal:
http://online.wsj.com/article/SB10001424052970203513604577142130341180876.html

Espiner, T. (2011, November 4). HSBC UK server issue causes outage. Retrieved March 25, 2012, from
ZDNet: http://www.zdnet.co.uk/blogs/security-bulletin-10000166/hsbc-uk-server-issue-causes-
outage-10024729/?

Henderson, J. C., & Venkatraman, N. (1999). Strategic alignment: Leveraging information technology for
transforming organizations. IBM Systems Journal.

IBM Global Business Services. (n.d.). The future of Internet banking for business.

Manan Kakkar 23

Job, A. (2006, January 11). PIMMS anyone? Retrieved March 25, 2012, from ei Magazine:
http://www.eimagazine.com/xq/asp/sid.0/articleid.0149A908-F7BC-443D-8F28-
3D77CBA1F7A8/qx/display.htm

Junod, T. (2009, September 9). The Deal of the Century. Retrieved March 25, 2012, from Esquire:
http://www.esquire.com/features/barclays-deal-of-the-century-1009

King, L. (2009, May 12). Barclays to lay off 700 UK IT staff by end of year. Retrieved March 25, 2012,
from Computerworld UK: http://www.computerworlduk.com/news/careers/14729/barclays-to-
lay-off-700-uk-it-staff-by-end-of-year/

King, L. (2009, April 7). Royal Bank of Scotland cuts 9,000 back office jobs. Retrieved March 25, 2012,
from Computerworld UK: http://www.computerworlduk.com/news/careers/14209/royal-bank-
of-scotland-cuts-9000-back-office-jobs/

King, L. (2009, October 5). Royal Bank of Scotland to spend £6bn on IT. Retrieved March 25, 2012, from
Computerworld UK: http://www.computerworlduk.com/news/it-business/16917/royal-bank-of-
scotland-to-spend-6bn-on-it/

King, L. (2010, January 12). Barclays drops £400m Accenture deal. Retrieved March 25, 2012, from
Computerworld UK: http://www.computerworlduk.com/news/outsourcing/18267/barclays-
drops-400m-accenture-deal/

King, L. (2011, August 5). Lloyds Banking Group lines up huge HBOS system switch. Retrieved March 25,
2012, from Computerworld: http://computerworld.co.nz/news.nsf/telecommunications/lloyds-
banking-group-lines-up-huge-hbos-system-switch

King, L. (2011, December 12). Royal Bank of Scotland did not have right risk measurement IT systems,
says FSA. Retrieved March 25, 2012, from Computerworld UK:
http://www.computerworlduk.com/news/it-business/3324445/royal-bank-of-scotland-did-not-
have-right-risk-measurement-it-systems-says-fsa/

King, L. (2012, June 22). Barclays SAS system used to improve consumption forecasting. Retrieved March
25, 2012, from CIO: http://www.cio.co.uk/news/3227781/barclays-sas-system-used-to-improve-
consumption-forecasting/

Kirk, J. (2011, March 9). UK Banks Report Lower Online Banking and Card Payment Losses. Retrieved
March 25, 2012, from CIO:
http://www.cio.com/article/675480/UK_Banks_Report_Lower_Online_Banking_and_Card_Pay
ment_Losses

Lesova, P. (2012, march 23). Watchdog tells British banks to raise capital. Retrieved March 25, 2012,
from Market Watch: http://www.marketwatch.com/story/watchdog-tells-british-banks-to-raise-
capital-2012-03-23

Manan Kakkar 24

Llyods Banking Group. (2011). Annual Report and Accounts 2011. Lloyds Banking Group.

London Exchange. (n.d.). Barclays PLC. Retrieved March 25, 2012, from Bloomberg:
http://www.bloomberg.com/quote/BARC:LN

London Exchange. (n.d.). HSBC Holdings PLC. Retrieved march 25, 2012, from Bloomberg:
http://www.bloomberg.com/quote/HSBA:LN

London Exchange. (n.d.). Lloyds Banking Group PLC. Retrieved March 25, 2012, from Bloomberg:
http://www.bloomberg.com/quote/LLOY:LN

London Exchange. (n.d.). Royal Bank of Scotland Group PLC. Retrieved March 25, 2012, from Bloomberg:
http://www.bloomberg.com/quote/RBS:LN

London Exchange. (n.d.). Standard Chartered PLC. Retrieved March 25, 2012, from Bloomberg:
http://www.bloomberg.com/quote/STAN:LN

Ngai, E. (2005). Customer relationship management research (1992-2002): An academic literature review
and classification. Marketing Intelligence & Planning.

Nguyen, A. (2011, June 30). Lloyds cuts over 7,000 suppliers and slashes back office. Retrieved March 25,
2012, from Computerworld UK: http://www.computerworlduk.com/news/it-
business/3288870/lloyds-cuts-over-7000-suppliers-and-slashes-back-office/

Nielsen. (2011, September 29). More UK Consumers Choose Android Smartphones, But Many Still Covet
The iPhone. Retrieved March 25, 2012, from Nielsen: http://nielsen.com/uk/en/insights/press-
room/2011-news/more-uk-consumers-choose-android-smartphones--but-many-still-cov.html

Office of Fair Trading. (2010). Review of barriers to entry, expansion and exit in retail banking. Office of
Fair Trading.

Parsons, R. (2010, May 6). Barclays picks head of CRM for retail banking arm. Retrieved March 25, 2012,
from MarketingWeek: http://www.marketingweek.co.uk/barclays-picks-head-of-crm-for-retail-
banking-arm/3013089.article

Ryals, L. (n.d.). Creating Value Through Customers. Cranfiled School of Management.

Shaoul, J. (2009, Novermber 9). British government mounts world’s largest bank bailout. Retrieved
March 25, 2012, from World Socialist Web Site:
http://www.wsws.org/articles/2009/nov2009/scot-n09.shtml

Stacey, K. (2012, March 18). Banks told to lend more to ethnic minorities. Retrieved March 25, 2012,
from Financial Times: http://www.ft.com/cms/s/0/f0a2852c-6ed2-11e1-b1b2-
00144feab49a.html#axzz1qCrbQPeC

Synovate. (n.d.). Value chain strategies helping banks regionlise. Retrieved March 25, 2012, from
Synovate:

Manan Kakkar 25

http://www.synovate.com/businessconsulting/insights/whitepaper/docs/Value%20Chain%20Str
ategies%20Helping%20Banks%20Regionalise%20%20(Asian%20Banking%20and%20Finance)%2
0-%20Calvin.pdf

The Treasury Committee. (2011, April 02). Committee publishes findings on competition and choice in
banking sector. Retrieved March 25, 2012, from www.parliament.uk:
http://www.parliament.uk/business/committees/committees-a-z/commons-select/treasury-
committee/news/competition-and-choice-report/

The UK Cards Association. (2011). Card Expenditure Statistics [CES] -- December 2011. The UK Cards
Association.

TheCityUK. (2011). Key Facts About UK Financial and Professional Services. The CityUK Research.

Thomas, D. (2005, August 9). RBS sets up online system to spread HR best practice. Retrieved March 25,
2012, from Personnel Today: http://www.personneltoday.com/articles/2005/08/09/31090/rbs-
sets-up-online-system-to-spread-hr-best-practice.html

World Bank. (2012, March 9). Google Public Data Explorer. Retrieved March 25, 2012, from Google:
http://www.google.com/publicdata/explore?ds=d5bncppjof8f9_&met_y=sp_pop_totl&idim=co
untry:GBR&dl=en&hl=en&q=uk+population#!ctype=c&strail=false&bcs=d&nselm=s&met_y=sp_
pop_totl&scale_y=lin&ind_y=false&idim=country:GBR&ifdim=country:region:ECA&pit=1269576
00

UK Commercial Banking industry analysis

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (20)

Ähnlich wie UK Commercial Banking industry analysis

Ähnlich wie UK Commercial Banking industry analysis (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

UK Commercial Banking industry analysis