Bank Strategy, Governance and Ratings (Palgrave MacMillan by Philip Molyneux

By Philip Molyneux

This article contains a range of papers that supply state of the art insights into learn concentrating on dimensions of financial institution method, governance and the function of credit standing companies that have been offered on the eu organization of collage academics of Banking and Finance convention, September 2010.

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By Philip Molyneux

This article contains a range of papers that supply state of the art insights into learn concentrating on dimensions of financial institution method, governance and the function of credit standing companies that have been offered on the eu organization of collage academics of Banking and Finance convention, September 2010.

Show description

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Extra info for Bank Strategy, Governance and Ratings (Palgrave MacMillan Studies in Banking and Financial Institut)

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Focarelli, D. F. (2005) ‘Where Do Banks Expand Abroad? An Empirical Analysis’, The Journal of Business, 78(6), 2435–64. Friedman, M. , Holzinger, M. and Richter, K. (eds), Corporate Ethics and Corporate Governance (Berlin: Springer), pp. 173–8. FSA (2009) The Turner Review: A Regulatory Response to the Global Banking Crisis (London: Financial Services Authority). , Howcroft, J. and Williams, J. (1999) ‘The New Retail Banking Revolution’, The Service Industries Journal, 19(2), 83–100. N. and Gronhaug, K.

1 Classification of banks by strategy Examination of Cross-Border Strategies in Banking 23 that are looking to gain market share either within the home country or in a defined geographic region. Similarly, with the exception of continental leaders, they tend to focus on a relatively narrow market or a few market segments and attempt to benefit from economies of scale by providing a homogeneous range of products. Entry mode is variable, but for geographic niche players and continental leaders it is mainly organic, and cross-border activities are typically financed by profits rather than mergers and acquisitions.

Internationalization is regarded as a marginal activity, and international competition is regarded as multi- domestic. Firms, accordingly, focus on one or a few product–market segments in which local responsiveness is regarded as a major success factor. They can also evolve into the more ambitious geographic niche players, but (like geographic niche players) they represent attractive acquisition targets. 1 summarizes and relates the eight strategic classifications to the five theoretical dimensions.

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