Strategic Planning in the Financial Industry

This document discusses the significance of strategic planning in the financial industry and focuses on the strategies implemented by Barclays bank. It also explores the challenges faced by the UK financial industry and highlights the differences between wholesale organizations and retail companies. Additionally, it provides an overview of the Ansoff Matrix as a strategic option model.

Business Strategy

Table of Content
INTRODUCTION ...............................................................................................................................3
Question 1.............................................................................................................................................3
Strategic planning in conetxt of financial industry..........................................................................3
Barclays strategies...........................................................................................................................4
QUESTION 2.......................................................................................................................................5
Challenges to UK financial industry ..............................................................................................5
QUESTION 3.......................................................................................................................................6
Difference between wholesale organisation and retail companies within financial industry .........6
QUESTION 4.......................................................................................................................................7
Startegic option model- Ansoff Matrix............................................................................................7
CONCLUSION ...................................................................................................................................9
REFRENCES.......................................................................................................................................9

INTRODUCTION
Business staretgy can be analysed to be framed strategically based on varied business
competitive targets, goals and varied new scale innovative functional attribuites on which there are
various proportion scale domains to be taken care of. UK finance service sector industry
contributes to £132 billion of Uk economy where 49% output is generated proportioanlly. The repor
will be discussing apsects of strategic planning within context of financing industry and also
strategies of Braclays bank, with analysis of challenges and process of strategic implementation
profoundly. The study further will be explaining differences between whoesale companies and retil
companies in terms of infrastructure, operations and customers expectations productively. Further
the research will be adressing focus towards effective application of strategic option models and
also evolve towards larger aspects of financial sector apects.
Question 1
Strategic planning in conetxt of financial industry
Strategic planning in context of financial industry has been identified to be widely crucail
for overall fucntional development and evolving new functionally eolving efficacy towards varied
dynamic synegies. It is process of determining new busines strategies into finanical domains for
ensuring achievement and also up scale new sceanrios within short vision oriented targets widely,
where vision oriented goals enbale short term and long term resuts to be deliverd in specific tme
period. Braclays bank has been identified to be vividly competent fucntionally for raising new scale
infomative strategic planning aspects, to raise on new evolving domains commercially within
financal industry horizons. Strategic planning in context of financing strategies enable longer
viwsikn oriented targets to be framed vividly, shcheduling operations as oer competitive functional
horizons and also for evolving on new domains of keen innovative diverge scenarios. Strategic
planning in financing focuses towrads risk management and insurance horizons and new scale
nnovation for pertaining on competitive demands, cash flow system and investment planning
horizons whcih correlae with financial targets positioning competitively. There is also new scale
evolving syenrgues to focus on providing customers larger range of strengthened vision and varied
range of financing services such as of retirement, education and various other specialised services.
Barclays bank as one of themost rapidly growing British multinational bank serving clients with

best financial servuces covering varied range of groups and expousre related to techcnial skills and
financing industry knowledge aspects. Apart from investment bankings there is core focus towards
personal business banking , waealth management and management where advaced competent focus
is pertained (Banerjee, Duflo, Imbert and Pande, 2020).
Barclays strategies
 Automation and big data: The customers platfomrs within data automaton objectives and
big data formats are highly focused on withn Barclays bank that makes easier for customers
to be focused on utilisation and marketing efforts domains for bringing on scaled growth
domains. It can be analysed that this also involves new pertaining aspects for varied
customers rapid goodwill and also raise varied scale growth potently, on which financial
services are variaby growing on innovation horiozons. Barclay bank has been productivel
heading towards automation and big data financing strategies for evolving towards new
avenues of customers satisfaction parameters.
 Self service and digitalisatiion: Barclays bank aims to bring digitalised products and
customers services by oeratng various digital platforms and new efffective domains on new
edged financial services where they can automatically choose their prefrences. This also
brings forward aspects of marketing strategies on digital banking patforms which enhance
business diversit, also raise keen domans towards new scale competnt innovation for
advanced competitive revenue targets.
 Customer outreach: By setting up new digitalised products and customerss service aspects
experiences of employees can be in detail monirtored, as feedbacks can be retained
imperatively. Services online change product delivery aspects where increasingly there is
necesarry competent surge for evolving new digital scenarios on whcih keen aspects of
productive varied growth aspects can be reached on. Customer outreach enhnaces diversity
and goodwill on whcih Braclays has varied strategic scope, for harnessing new edged
innovation competency advancely.
Above discussed strategies have been identified as widely crucial for Barclays bank strategic
planning aspects on which productive efficacy targets can be reached on for productive scale
revenue growth. UK financing industry has beenvividly growing on upscaled trargets at frame and
higher scale profits at frame, new imperative demands at surge and also raise on efficacy goals
enhanced ( Kalaitzake, 2020)

QUESTION 2
Challenges to UK financial industry
The UK financial industry being one of the widely acknowledged industry has been actively
growing among new domains and financial expertise on which consumer focused strategies are
vividly taken care of. The challenges can be practically understood as follows:
 Regulatory compliance: UK finance industry has been vividly growing on whcih regulatory
compliance brings forward new imperative surge for overall fucntional growth and
competent fucntional innovation within banks on whcih new potent efficacy domains can
be reached on. It also brings on focus towards new scale innovation for whcih regulqatory
compliance needs to be strategically adopted for which functional scenarios shall be
vividly developed on. UK financial industry has varied new scope aspects on which
functional propositions shall be vividly developed on further for gaining imperative larger
vivid growth among new domains strategically (Broyles, 2020).
 Securtity breches and data safety: Customers data has become more critical and advanced
functionally where marketesr need to be part of privacy conversation for safety and new
scale efficacy aspects essentially to bring on new growth among business operation.
Security breaches and data safety has been identified to be widely competent pace on whcih
new evolving domains play major role , where consumers data is kept safe and essentially
also bringing on productive surge at pace. This has been identified to be widley strong
aspect where competitive challenge towards financial strength is majorly potent and new
edged innovation brings on demand for regulated efficacy paradigms.
 Changing business models: The changing business models among companies business
services have been competitively rising larger scale demand for inceasing new functional
customers preferences, new scale imperative demands and also permissive aspects. Barclay
with changing business models in demand needs to adopt strategically towards varied
productve investments and new scale growth, where varied new potent innovation has been
identified to be widely crucial for overall vision oriented shift. It can be also evalauted that
ranging new shift towards innovation and up scale networking brings on demand for
staretgic revenue targets to be framed, risk for higher capital invesments which have been
competently raising profoundly.
 Brexit: Wholesale banking busines services have been potentially hugely impacted due to
Brexit decisions where there are various business complications banks are being fcaing
prcatically towards new defined aspects. The EY entity within retal banking faces barriers

such as changes in interest rates, foreign exchange rates and property prices where intrest
rates have been also comoetently growing. Cutsomers prefrences choices have been also
shifting towards new demands variably wit Brexit, wehre stable staretgic vision aspects
needs to be adopted widely (Ahrens and Ferry, 2020)
Procecss of startegic implementation: Barclays bank has been aiming ahead to be optimistc
towards new scale vision oriented growth for framing new scale innovation finance staretgies where
priorities play huge role. It can be also analysed tha stakeholders accountability is focused on
further for evoplved positioning and imperatively conducting focus towards new scale growth
synergies, where communication strategies have been actively emphasised on. Reviewing of all
steps taken have also anlaysed to be strongly essential for vision oriented keen growth among
competitive surge, and also it brings on focus towrads new scale competent pace within varied
horizons ( Chandra, 2020).
QUESTION 3
Difference between wholesale organisation and retail companies within financial industry
The wholesale banking refers to varied banking services where companies focus towards
large clients, such as banks and various other finacial insttutions whcih are government agencies at
corporate level. The working capital and mergers, acquisatiions along with consultancy have been
atcively growing to evolve on new aspects where retai banking is ientified to be highly
differentiated based on their marketing approaches and fucntional positiioning. Retail banking
refers to dvision of bank that deals diectly with retail customers whereas the wholesale banking at
corporate level is based towards larger corporate customers. The retail banking is visible fcae of
banking where branches are located in abundance among major cities where corporate wholesale
banking work directlty towards with busuiness to provide loans, credits, saving accounts and also
have been specially designed to yield on new strength corporate vision strength. In terms of
infrastructure and operations wholesaele banking has huge expansion domains variably exanding
towards new potential target market aspects with vraible essetial information aspects on whcih
there are also varie scope to evolve towards higher growth targets. The retail banks bring on
cerrtificates of deposits , autmobile financing and credit cards services where there is scope for
new scale innovation productively (Pandey, 2020).
Customers are also able to get direct consultaion related to finance form retail banks where
experts can be contacted, also the viable fucntional growth among new domains strength is mjaorly
strong for new scale innovation aspects. It can be also analysed that level of personalised retail
business and banking services offered to clients depends on income level and extent of varied

relationship within bank on whcih private banker would handle banking requremnets as customers
demand. Wholesale banking other hand are vividly differentiated and are based on services such as
loans., credit products and cash managment services where commercial real estate is also present.
The Barclays bank also provides employer services based on which operational invesments are
huge and also operational scale productive diversity is huge. Strategic implementation within both
retail banks and commercil banks are based on corporate staretgies and fundamental new scale
growth syenrgies which evolve on new scope horizons. This also productively enriches advaned
competitive scope horizons for larger domain development, strategy implementation has been
identifed to be competently strigently active for varied advanced productive scope. The retail banks
have been vividly expanding on new scenarios within consumers highly coming on new scale
varible aspects on whcih new scale diverse strategies have been on demand, there are also various
new start ups coming on wtithin financial industry scoping up new advanced metrics vividly. UK
commercial banks based on commercial horizons have been variably raising new scale fucntional
scope on which there are competent advncemnt flcused on and also theres is varied socpe
productively expanding for higher scale expnasion. (Jiang, 2020).
QUESTION 4
Startegic option model- Ansoff Matrix
The strategic models such as Ansoff Matrix can be understood to be widely strong for
bringing on up scale working growth towards new scale efficacy domains on which productive
domains have been found to be imperatively strong. Barclays bank aims to enhace its business
positioning competently on evolved new fucntional scale productively for generating new
advancment avenues and also enhance new scale adaptive growth evolved on varied scale: Market penetration: This fcator actively focuses on expnasion towards new scale adaptive
growth on whcih new untapped business positoning can be reached on potently. Market
penetration productively brings forwward surge for laregr vision oriented growth and new
scale informative fucntional scale connectivity on which Barclays bank has been keenly
evolvivng towrads untaped horizons. The maarket penetration can be also evalauted to be
informatively dynamic stgaretgy for expansiion into untaopped market horizons and also
framing new domains within new scale functional goals variably. The market penetration
brings before varied demand for keeping up competent new domains at reach and larger
scale keen informtaive developed new scale functional growth on which varied new
revenue targets can be reached on.. Barclays bank has varied new competency surge for
stronger market penetration and new scale varied growth towrads which larger vision
oriented domains can be enriched imperatively.

 Market development: This factor also vividly brings on surge for new fucntional
exploration horizons on whcih profound varibale ghrowth domains can be reached on
(Paramasiva and Subramanian, 2020). Market developmen can be understood to be widely
essential for evolving on new domains and larger scale expertise, for evolution of larger
scale efficacy and new working horizons by which keen developed profound efficacy can be
connected on. It can be understood that Braclays bank has profound scope for dveeloping
new advanced product market growth by bringing on scaled growth evoluition metrics for
larger scale domains. UK finance retail industry has been questing to evolve on new
domains of larger vision oriented growth, new scale connective expertise and also for
evolving towards higher scale keen aspects. Astr Product development: The product development factor brings before competent surge of
larger scale connective domains where innovation within products are to be enhanced
variedly and also there is new work growth in demand. The product development
informatively riases productive scale viability, as per clients preferences and varied
profitabiity to uplift benchmarks commercially. This will enhance Braclays bank goodwill
standards and also deliver varied new competitive advantage on within commercial success
can be reached on. Product development raises work growth efficacy standards and new
keen aspects towards productive decisions on which larger scale creative fast innovation can
be analysed on (James and Quaglia, 2020).
 Diversification: Through diversification new aspects within financial services can be
reached on for competitive innovation, profound scale connective strengths and also keenly
bring on new quest horizons at profound aspects. The diversification has been identified to
be widely essential aspect for raising varied scale keen commercial profits growth, evolve
on larger quest goals and also enhance new reach connectively towards wider targets at
frame. The diversfication has been identified to be essentially enabling new scale
professional growth integrally and also enhance new diverse connective horizons, on which
primitve targets can be reached on. Braclays bank has other varied competency surge
towards which larger scale productive decisons has competencies to bring on scaled
connective decisions further.
Cloud technology and speciic fucntional scale growth with digital technology at pace towrads
varied growrth on which higher varied competency can be reached on, also there is varied scale
conducting commercial growth. It can be also anlysed that new edged functional scope horizons
shall be enriched varibaly, to evolve towards varied target market growth on which UK financial
industry has been emerging on new scale goals (Shiu, 2020).

CONCLUSION
The report has concluded Barclays bank by heading towards strategic planning elements will
be focusing towards strategies such as automation and big data, self service and digitaisation and
customer outreach to be developed on as widley crucial fucntional aspects. Report has also
concluded further that new imperative demnad also bring on challenges raising within financing
industry of UK where there are challenges related to Regulatory compliance, Securtity breches and
data safety, Changing business models and Brexit. Study has further concluded varied differences
between retail banking and wholesale banking, where differebce are focused on varied scale wihin
technology and operational innovation scenarios and further competent scale connective domains.
The report has also concluded Ansoff Matrix as th staretgic model for varied competitive advantage
demand being analysed, staretgically focusing towards varied vision oriented long term targets at
scale and new evolving domains developed on.
REFRENCES
Books and journals
Ahrens, T. and Ferry, L., 2020. Financial resilience of English local government in the aftermath of
COVID-19. Journal of Public Budgeting, Accounting & Financial Management.

Banerjee, A., Duflo, E., and Pande, R., 2020. E-governance, accountability, and leakage in public
programs: Experimental evidence from a financial management reform in
india. American Economic Journal: Applied Economic.12(4) pp.39-72.
Broyles, J., 2020. Financial management and real options.
Chandra, P., 2020. Fundamentals of Financial Management|. McGraw-Hill Education.
James, S. and Quaglia, L., 2020. The UK and Multi-level Financial Regulation: From Post-crisis
Reform to Brexit. Oxford University Press.
Jiang, X., 2020, April. Analysis of Information Technology Application in the Financial
Management of Enterprises. In Journal of Physics: Conference Series (Vol. 1533, No. 2,
p. 022047). IOP Publishing.
Kalaitzake, M., 2020. Brexit for finance? Structural interdependence as a source of financial
political power within UK-EU withdrawal negotiations. Review of International
Political Economy, pp.1-26.
Pandey, I. M., 2020. Cases in financial management.
Paramasivan, C. and Subramanian, T., 2020. Financial management. New Age International.
Shiu, Y. M., 2020. How does reinsurance and derivatives usage affect financial performance?
Evidence from the UK non-life insurance industry. Economic Modelling, 88, pp.376-
385.