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Banco Commercial Português

Author: Taubman, Chris ; Doz, Yves L. ; Horwitch, Mel ; De Pommes, CarlosINSEAD Area: StrategyPublisher: Fontainebleau : INSEAD, 1993. ; Theseus, 1993.Language: EnglishDescription: 46 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: The case describes the rapid development of BCP into one of the largest banks in Portugal with 6 distinct networks and hundreds of branches. Its growth was based largely on a strategy of customer responsiveness, rooted in a sophisticated approach to market segmentation and in a bold use of information technology and innovation to gain competitive advantage. The case also discusses the sustainability of this competitive advantage in the face of 1993, competitive imitation and internal complexity and growing formalizationPedagogical Objectives: Topics covered are strategic analysis and "strategic window", strategic commitments and the building of barriers to competitive imitation, as well as new venture risks and returns, sustainability of competitive advantage based on a service innovation and the role of information technology choices in building this advantage
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INSEAD Case Europe Campus
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Print Consultation only BC000099
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

Topics covered are strategic analysis and "strategic window", strategic commitments and the building of barriers to competitive imitation, as well as new venture risks and returns, sustainability of competitive advantage based on a service innovation and the role of information technology choices in building this advantage

The case describes the rapid development of BCP into one of the largest banks in Portugal with 6 distinct networks and hundreds of branches. Its growth was based largely on a strategy of customer responsiveness, rooted in a sophisticated approach to market segmentation and in a bold use of information technology and innovation to gain competitive advantage. The case also discusses the sustainability of this competitive advantage in the face of 1993, competitive imitation and internal complexity and growing formalization

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