Brief history
Barclays bank PLC was founded in 1690 in the City of London, which has remained its headquarters to date (Berclays Bank PLC). From a meager start, the company has gradually but steadily grown to become a key player in the banking industry. Through its parent company and a host of other subsidiary companies, the firm has diversified its services to investment and corporate banking, retail banking, credit cards, and wealth management.
Currently, the bank’s reputation is universally acclaimed, with a customer base of forty eight million customers in fifty countries. In 1902, the bank made a significant stride towards success when it became listed in the London securities exchange. The journey to the top has been long fought, but staying on top against the prevailing market competition is the company’s primary objective.
Current problem
The ever-increasing competition in the bank’s traditional markets has let its management exploit other investment opportunities to ensure that the firm remains competitive. The bank’s management is considering investing in the Middle East market. Even though all the top managers support this decision, the option to pursue has proven hard to choose.
Investing in the Middle East market is suggested to take either direct foreign investment or mergers. Making a choice between the two options is not easy. As such, it is prudent to carry out a complete company analysis to see its ability to pursue either of the two options.
The bank’s long-term objectives
The population in the Middle East is approximately 246 million people (Kublin). The bank plans to hold at least 10% of this population in 10 years. By doing so, the bank also plans to develop savings culture among its clients. It will also extend loan services to women groups to empower women in the region as a part of cooperate responsibility. The Middle East region has hit media headlines frequently for gender imbalance and male chauvinism. Other objectives the bank intends to pursue includes
- Outreach: To reach many disadvantages people, especially women, who may find it hard securing loans through formal financial services.
- Impact: To provide add-on services such as investment awareness campaigns and entrepreneurial training.
- Inclusion: To provide tailored services which are accessible to the marginalized groups to ensure their financial security
The bank’s Investment options
With little resources yet so many strategies to implement, evaluation is essential to ensure that only the most viable strategy is selected. In fact, evaluation of strategy options is the most important and complex part in the strategy process. This process focuses on the future of the firm, not the past. In view of the challenges Barclays is facing and the desire for a better future, the company considers implementing either or all of the following strategic options.
- Exploit the Middle East market as a Foreign Direct Investment
- Pursue mergers and acquisitions
Before making any decision on the best strategic option, the company’s analysis must be done. This will ensure that the chosen option is one that the company can finance. It will also help in eradicating the possibility of choosing a less viable investment option.
Company’s current position/situation
Competitors
As an international firm, Barclays Bank faces stiff competition on the international platform. Most of its competitors are firms well endowed with financial might such as HSBC, Standard Chartered, Royal Bank of Scotland Group, and Lloyd Banking group. Remaining profitable in such a market is a formidable challenge that requires excellent strategic measures.
This far, the bank has been able to grow its customer base, thereby increasing its profitability, through offering relatively lower interest rates on loans, and more personalized customer experience. The table below gives a brief financial position of the bank in relation to competitors.
Table 1. Market value of competitors and their assets
Source London securities report 2008/2011
Resources and competencies
As shown in table 1, the bank’s assets were valued at $2,320 billion in 2008. Despite this being a considerable amount in the banking industry, the bank still trails other banks such as Royal Bank of Scotland Group, which has an asset base of $2,508 billion. With no financial dominance in the market, Barclays’ principal focus is in the quality of services rendered to its customers. This is a survival move aimed at remaining competitive. Other areas of the bank’s competence include
- Provision of cheaper loan facilities
- Concentrated branch networks easing accessibility
- Well trained and groomed employees
- Wide ATM network and online banking services
- Efficient wealth management programme with a fast growing market base
Expectations of stakeholders
The company’s stakeholders include its creditors, shareholders, employees, government, customers, suppliers, community, and trade unions. These groups have an interest in the business operations, which must be fulfilled.
The government
The government expects the company to comply with tax obligation and to operate within the constitutional confines, which it has adhered to so far. Last year alone, the group remitted $1,928,000 as tax (Berclays Bank PLC).
Employees
Employees expect competitive salaries, job security, honest communication, and safety concerns. Barclays employs approximately 146, 523 people globally. At the high of the economic depression of 2008, when many banks chose to lay off employees to cut down on their expenditure, Barclays instead chose to retain most of its employees but instead stopped expansion programmes. Together with a host of other incentives, Barclays has indeed put the interest of its employees at heart.
Community
Barclays bank has an extensive branch network spread all round the globe. In areas where branches are located, the local communities expect much from the company. The company’s obligation is, however, limited to offering job opportunities, environmental protection, and conservation, allocation of shares, and involvement in company’s decision-making process.
Creditors
Creditors expect renewal of their contracts, and liquidity.
Prospects
Barclays bank has excellent prospects for future success. Over the last few years, the bank’s profits have been on the increase. Even after the housing bubble burst that crippled many financial institutions, Barclays has remained stable financially.
Frankly, it can hardly get worse than that. Just when other financial institutions were still shaking off the effects of the housing bubble bust, Barclays posted a “staggering” $11.6 billion profit in 2009 (Wilson 12). Despite the grave effects of the Debt Evaluation Accounting Rules (DVA) to financial institutions, Barclays still has a lifeline because of it has a strong asset base, which it can dispose to settle some of its debts.
Review of company’s current position
In the backdrop of the company’s current success lie many weaknesses and challenges. First, the bank has been issuing loans easily, which has resulted in numerous loses. In 2010 alone, the bank lost $1.2 billion in bogus loans (Wilson 14). The bank has also lost the favor of a few persons who feel it recklessly issued loans resulting in the global depression witnessed in 2008/9.
Worst still, the bank’s exclusive markets in Africa and South America are now prime targets for its competitors who have already cut a sizeable chunk of its UK market. Additionally, many markets have become price sensitive, thereby discouraging new products considered expensive. Lastly, the firm’s overreliance on European markets has proven a hindrance to considerable success.
Despite these challenges, the bank will still prevail. This is because most of these challenges cut across the banking industry and, therefore, spares no firm. Secondly, most of the bank’s strategic plans are already a step in the right direction, and if reinforced further, the results can be marvelous.
For instance, the bank’s decision to invest in china was a step in the right direction since Chinese market is growing rapidly. Further, the economic depression that shrunk the company’s profits is easing, which means that the firm could do much better.
Analysis of the company’s investment options
The viability of exploiting the Middle East market
The Middle East banking and capital markets authority are among the fastest growing in the world. This is backed by favorable banking rules, and growing population comprised primarily of the middle aged. The increased democratic space is another boost for interested investors.
The stringent rules that discouraged Direct Foreign Investment (DFI) in the region are slowly easing. This has opened up the Middle East for direct foreign investment and mergers. Barclays bank management should, therefore, grasp the presented opportunity and invest in the region.
Change in behavior trend among wealth business people in the Middle East is another reason to exploit the market. Many Arab investors, who until recently preferred investing in European countries have now chosen to invest, at least part of their money, in the local investment markets.
This has increased the customer base for the banking industry. As such, the bank will out rightly lose the withdrawn funds meant for local investment by continuing to have a strong presence in the European markets only. Therefore, by investing in the Middle East, the bank will still benefit from funds invested locally hence growing its capital and customer base.
In 2008 after the great economic depression that sunk many businesses and crippled many more, the UK government introduced an economic stimulus programme to bail out affected businesses. Being one of the affected businesses, Barclays was expected to receive the funding, but failed to accept the offer.
Instead, the company opted to seek its funding from the Middle East to offset its $ 6.5 billion debt (Davidson 32). This move sparked wide outcry from competitors. Nevertheless, it was a revelation for other businesses and investors. It showed that it was time to look up to the east not only for funding, but also for investment. Barclays has ties and links in the region and shall encounter few obstacles in its operations there.
Lastly, the projected growth of the Middle East is another compelling reason for investing in the region. The economies of many Middle East countries are predicted to grow considerably. A geographic segmentation analysis on Jordan and Saudi Arabia showed the countries’ robust growth in the next few years. Increased economic growth brings many marvelous things to businesses such as social amenities, improved security, and extra capital for citizens to spend. These are attractive to any business establishment.
The key challenges that the organization may face by investing in the Middle East market
Barclays faces a stiff competition in the European markets that finding alternative market is welcome news. However, this fantastic opportunity comes with a host of challenges.
Securing sufficient capital for investment
Many companies are still dusting themselves after the enormous economic depression of 2008/9, and Barclays is no exception. The firm is yet to recover fully from the effects of that devastating crisis. The crisis led the bank’s management to take drastic measures such as stopping of expansionist programmes and borrowing of colossal sums of money. The company is still repaying the borrowed funds, which has narrowed its finances.
Therefore, venturing in a new market will be a challenging task. As a bank, venturing in the Middle East will require capital for building banking halls, hiring employees, and installing security details. These are costs not easily met by any investor especially when many branches are to be built.
Competition
The Middle East market has a considerable number of potential customers, but there are some banks already operating in those markets. This may prove quite a challenge. Small banks are known for developing a closer relationship with their clients than established ones.
Leahy claims, “The increasing sophisticated number of products available means that clients sometimes contact banks they know well for impartial advice, regardless of whether the bank is offering the product” (31). This is an indication that breaking customer loyalty may prove hard.
Trade laws and policies
The legal requirements of doing business in a country are the regulations set by the country’s government for investors to abide by to avoid arrest or business fines arising from noncompliance. Breaking some of these laws may even lead to complete closure of business. Countries such as Taiwan have strict rules and trade regulations, which discourage foreign direct investment.
Venturing in such markets may require other alternative methods, which could be limited. Worst still some countries have trade laws in place that are international accepted as just, but their application is selective. Such countries are strict on foreign companies operating with their borders, but slow on locally owned businesses.
Culture
Culture is extremely valuable to business because it influences individuals buying behavior, affects demand for specific products, and brand image. Every business must be able to understand the cultural orientation of its customers to maximize on its sales. As the company scramble for the Middle East market share, its management must realize the need to understand and embrace the culture of the Middle East people to win their trust and make sales.
Political stability
The prospects of doing business in Middle East may be hugely attractive, but investing in the region could be disastrous due to political uncertainties. Political environment has an enormous impact on distribution, sales, and promotion of a company’s products. Therefore, every company that desires to invest in a foreign country must keenly monitor the political climate of the country and consider the possible effects of change in government.
This is because business policies and attitude towards foreign investors change with a change in government. These changes can be either in favor of foreign investment, thereby offering attractive opportunities, or against it thereby introducing stringent measures such as import quotas and increased taxes. Therefore, investing countries such as Syria could be great risk taking.
Possible ways of countering the challenges
Financial constraint
The company should issue more shares to raise the required funds to solve this problem. Chances are high that if shares are floated, public participation will be marvelous considering that the company’s dividend per share was six in 2011 (Berclays Bank PLC).
Competition
There is no one certain method of beating the competition. However, with the right approach such as providing free ATM withdrawals, the bank may make penetrations and win customers.
Culture
The business in the Middle East is mostly relationship driven. Business in the Middle East demands developing a good relationship with the people of the region understanding their culture. It is hard to make a sale by simply presenting a product to potential buyers without developing the relationship first.
This is contrary to western cultures where businesspersons make sales first and then develop relationship later. Understanding of culture and its influence on business operations require analysis of cultural elements such as ethnic language groups, social structure, religion, education, economic philosophy, and political philosophy.
Pursuing mergers and acquisitions
The business environment is dynamic. Mergers and acquisitions are usual occurrences in the life of any growing business. The decision on acquisition or merger is often undertaken to pool resources together in order to improve the quality of service delivery and products. Mergers and acquisitions are distinct.
When a company purchases another company, in cash or shares, it is an acquisition. The acquired company is viewed as a potential source of benefits such as new customers, technology, or patent. Mergers on the other hand, involve joining two or more companies into a larger one. However, the assumptions and expectations of forming a merger are the same as those of acquisitions.
M & A gives the company an opportunity to acquire property overseas without using any capital. Since capital is a major constrain, merger gives the company the best way out.
Additionally, mergers may be completed without any tax obligations imposed. Many countries have relaxed rules and regulations regarding mergers, which makes it a less painful process. A merger will also help the bank avoid the tedious and time-consuming job of searching for assets to acquire. The opportunity also has its limitation, which if not taken care of, could have adverse effects on the firm’s operations.
The key challenges that the organization may face in pursuing merger and acquisition (M&A)
Finances
Even though mergers require no financial involvement, acquisitions do. If the company decides to acquire property in the Middle East, it would mean that it is prepared to pay for the property. Acquiring a modest property for a banking business is an expensive venture. This is because banks require secure environments with amenities such as electricity and water supply.
This financing need is further aggravated by the need for many bank branches. The firm is yet to recover fully from the effects of the 2008/2009 economic crisis. In fact, the company is still repaying the funds it borrowed to meet its financial needs, which has narrowed its finances. Therefore, acquiring new property will be a challenging task.
Finding a company with a suitable profile is an uphill task
Finding a good company with same ideologies and objectives is an uphill task. When considering a merger, it is essential to join forces with only organizations that share the ideologies of the firm. This process could take ages to complete, but the result is worth the time. The possibility of finding a perfect match is further limited by regional differences. Companies operating in different market often have different operational approach and strategies. This is because firms set their strategies to suit targeted markets.
Decision on the management team
M & A presents a great management challenge. Whenever a firm acquires another firm or joins a merger, only a few of the respective company’s management will remain in office. This is a big challenge, as the company will have to lay off some managers. This move may not go well with the local managers. The retrenchment may also lead to panic in the acquired firms as employees jostle for few available positions. This may have adverse effects on performance, hence reduction in revenues.
Cultural clashes
Culture is very important to businesses because it influences an individual’s buying behavior, affects demand for products, and influence brand image. Every business must be able to understand the cultural orientation of its customers to maximize on its sales. Different countries have different cultures.
Barclays PLC has operated in the European, American, and African market for a long time. However, the experience earned from these markets cannot be of any help when venturing in the Middle East markets. This is because of cultural differences. For instance, business in Middle East is mostly relationship driven.
Therefore, doing business there demands developing a good relationship with the people and understanding their culture. It is hard to make a sale by simply presenting a product to potential buyers without developing the relationship first. This is contrary to western cultures where businesspersons make sales first and then develop relationship later.
Investment Decision
After a careful consideration of the possible consequences of pursuing either of the two options, a comparison and evaluation is necessary to ensure that the best choice is made. In this case, a systematic model of analysis is crucial. As such, feasibility, acceptability, and suitability tests will be the most convenient method of analysis the problem at hand and making a suitable decision (Johnson, Kevan & Richard 24).
Figure Two – Strategy Evaluation Framework – Questions and Tools
From the consideration of the company’s strengths, weaknesses, and external factors, the most viable strategy the company can pursue at its given position is to invest in the Middle East markets through mergers and acquisitions.
Implementation of the chosen strategy
The key to a successful implementation of the chosen strategy rests on many factors. However, the most important requirement is effective management. Therefore, the effective implementation process will involve,
Seeking full support from the management
The support from the management is crucial for strategy implementation. The management should lead, direct, plan, motivate, and follow up employees’ commitment to strategy implementation. Since some mangers in the acquired companies will take new jobs, or lose their jobs, all managers will be informed accordingly to avoid unnecessary anxieties.
Effective communication
All decisions regarding the new strategies will be communicated to all stakeholders to avoid creating a communication gap, which might affect the implementation process negatively.
Involvement of employees
No strategy can succeed without involving the employees. As such, the employees will be involved in the decision-making process, and will be informed of strategy objectives to ease goal achievement.
Assessment
To ensure that the right strategy has been selected, continuous assessment will be carried out. The assessment will attempt to establish not only the effectiveness of the strategy chosen, but also the commitment of management and the employees towards the implementation of the selected strategy.
The assessment will focus on cost, technical, schedule, and managerial aspects of the strategy. Methods of assessment will include the use of a checklist and a review team. The checklist will be used to assess the progress of the strategy against set targets. Review team on the other hand, will focus on analysis any environmental changes that were not taken care of in the strategizing process, but which may affect achieving of set goals.
In conclusion, strategy is an integral element of any business idea. Ignoring the need for strategy formulation is planning to fail. An effective business strategy is paramount for success. Considering the competitiveness of international businesses, the harsh economic situation, and the availability of limited resources, the management of Barclays bank PLC, must ensure full implementation of the strategy to achieve success.
Works Cited
Berclays Bank PLC. Annual Business Report. London: Berclays Bank PLC, 2011. Print.
Davidson, Alexander. How the City Really Works: The Definitive Guide to Money and Investing in London’s Square Mile. Philadelphia, PA: Kogan Page Publishers, 2010. Print.
Johnson, Gerry, Kevan Sholes & Richard Whittington. Exploring strategy. 9th. Harlow: Financial Times Prentice Hall, 2011. Print.
Kublin, Hyman. Middle East: People. 15 June 2011. Web.
Leahy, Gerald. Managing Banking Relationships. Ed. Gerald Leahy. Cambridge: Woodhead Publishing, 1997. Print.
Wilson, Harry. “Barclays profits rise, shrugs off fall at investment bank.” The Telegraph 31 October 2011: 12-14. Print.