Instructor's Manual: Case Teaching Notes
Instructor’s Manual
CASE TEACHING NOTES
Barclaycard1
Bernardo Bátiz-Lazo and Nurdilek Hacialioglu with contributions by Jarunee Wonglimpiyarat and Douglas Wood
1. Introduction
The case study is concerned with how a long-standing market leader tries to maintain market share and develop its business in an industry undergoing significant change. Students are challenged to formulate, evaluate and compare a range of strategic options and to choose the best way forward for Barclaycard
2. Position of the case
The Barclaycard case study lends itself to illustrate how to identify and evaluate possible courses of action. In particular, evaluate
• • •
the development of direction for Barclaycard’s strategic alternatives (chapter 7 of Exploring Corporate Strategy), possible courses of action against the criteria of suitability, acceptability and feasibility (chapter 7 of Exploring Corporate Strategy), issues of synergy and parenting advantage (chapter 6 of Exploring Corporate Strategy).
3. Learning objectives
The Barclaycard case study develops students’ understanding of how to identify, evaluate and rank possibilities for growth. In particular, the case study will illustrate the issue of how, despite growth in the number of participants and claims of increased competition, credit cards remain a remarkably profitable component in a bank’s
This note was prepared by Bernardo Bátiz-Lazo (London South Bank University) and Nurdilek Hacialioglu (Open University) with contributions by Jarunee Wonglimpiyarat (The National Science and Development Agency of Thailand) and Douglas Wood (Manchester Business School). It is intended for class discussion rather than as an illustration of either good or bad management practice. The contribution by Professor Douglas Wood (1942–2003) was published posthumously. Bátiz-Lazo, Hacialioglu, Wonglimpiyarat and Wood (2004). Not to be reproduced or quoted without permission.
419
© Pearson Education Limited 2005
CASE TEACHING NOTES
Barclaycard1
Bernardo Bátiz-Lazo and Nurdilek Hacialioglu with contributions by Jarunee Wonglimpiyarat and Douglas Wood
1. Introduction
The case study is concerned with how a long-standing market leader tries to maintain market share and develop its business in an industry undergoing significant change. Students are challenged to formulate, evaluate and compare a range of strategic options and to choose the best way forward for Barclaycard
2. Position of the case
The Barclaycard case study lends itself to illustrate how to identify and evaluate possible courses of action. In particular, evaluate
• • •
the development of direction for Barclaycard’s strategic alternatives (chapter 7 of Exploring Corporate Strategy), possible courses of action against the criteria of suitability, acceptability and feasibility (chapter 7 of Exploring Corporate Strategy), issues of synergy and parenting advantage (chapter 6 of Exploring Corporate Strategy).
3. Learning objectives
The Barclaycard case study develops students’ understanding of how to identify, evaluate and rank possibilities for growth. In particular, the case study will illustrate the issue of how, despite growth in the number of participants and claims of increased competition, credit cards remain a remarkably profitable component in a bank’s
This note was prepared by Bernardo Bátiz-Lazo (London South Bank University) and Nurdilek Hacialioglu (Open University) with contributions by Jarunee Wonglimpiyarat (The National Science and Development Agency of Thailand) and Douglas Wood (Manchester Business School). It is intended for class discussion rather than as an illustration of either good or bad management practice. The contribution by Professor Douglas Wood (1942–2003) was published posthumously. Bátiz-Lazo, Hacialioglu, Wonglimpiyarat and Wood (2004). Not to be reproduced or quoted without permission.
419
© Pearson Education Limited 2005