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Market Entry Strategies Case Study

Case Title:

Barclays' Entry into India: Strategies and Prospects

Publication Year : 2008

Authors: Sheeja. S.Acharya, Lekha .K.C.Ravi

Industry: Banking, Insurance and Financial Services


Case Code: MES0073C

Teaching Note: Available

Structured Assignment: Available

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Barclays Bank PLC (Barclays) had been providing financial services to the global community for 300 years. It was operating in India since the late 1970s as an investment banker. In 2006-2007, Barclays chose to enter the retail banking sector in India.The Indian banking sector was on a high due to the increased purchasing power of Indians coupled with higher interest rates. Many foreign bankers were willing to expand in India as the economy was growing at a rate of over 8% per annum. India offered ample opportunities in corporate banking, small-and-medium size enterprises, retail banking, consumer finance and micro finance. A large number of foreign banks focused only on corporate banking whereas analysts opined that the real opportunity lay in retail banking and consumer finance. In this context it would be relevant to analyse Barclays' entry strategies into India as also the growth prospects of foreign banks in developing countries.

Pedagogical Objectives:

  • Banking operations by a global bank
  • Regulatory framework for foreign banks in India
  • Operational strategies used by Barclays bank to expand in India
  • To study the challenges and prospects of foreign banks in India.

Keywords : Global Bank; Barclays Bank; Foreign banks in India; Entry strategies; Market Entry Strategies Case Study; M&A in Banking sector; Future challenges

Contents : 
Profile of Barclays: Its Global Banking Operations
Expansion of Barclays Bank in India
RBI Guide lines for the foreign banks to start banking operations in India
Barclays acquires Infrastructure Development Company in India
Proposed Merger between ABN Amro Bank and Barclays Bank
Rationale Behind the Barclays-ABN AMRO proposed merger
Barclays taps Indian labour to cut costs

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