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Essay / Research Paper Abstract
This 7 page paper is written in two parts. The first part of the paper examines strategy of HSBC since the year 2000, focusing on a strategy of growth and the shift from growth acquisition to organic growth, as well as its successful IT strategy. The second, and smaller section of the paper, looks at the environment in which the bank operates and its competitors. The bibliography cites 7 sources.
Page Count:
7 pages (~225 words per page)
File: TS14_TEhsbc2000.rtf
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Unformatted sample text from the term paper:
global operations in order to achieve economies of scope and scale and maximises its use of resources through integration of IT resources. This is a strategy which has been ongoing
some time, and has certainly been present since the year 2000, and may be seen as one of the major reasons that HSBC is now the 13th largest global company
(Lynn, 2007). The company has been seeking to increase its market share primarily through the use of acquisition, backed up with organic growth. This strategy has had mixed results. China
has been an area that has targeted by HSBC with a key part of the strategy being the purchase 19.9% in the Bank of Communications for an investment of $1.75
billion in 2004 (Anderlini and Larsen, 2007). 19.9% was the maximum investment allowed by a foreign investor under the existing regulations, but it was agreed within the sales document that
when there is further liberalisation of the industry and the government would allow it HSBC would have the right to purchase up to 40% of the bank (Anderlini and Larsen,
2007). The choice of the bank was carefully considered as in addition to giving HSBC an increased interest in the Chinese market it was also bank that complemented HSBC with
few business units that will directly compete (Leahy, 2006). The strategy to gain a foothold in the Chinese market in addition to its own limited network of branches saw HSBC
develop a close working partnership with the Bank of Communications including the joint issuing of more than 650,000 credit cards and the secondment of 20 employees from HSBC (Leahy, 2006).
There has been a problems with this strategy; although it is expected that the limit on foreign investment in banks is likely to be lifted or relaxed, the Chinese government
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