Retail Banking Case Study of Barclays Bank Plc

Retail Banking
Case Study of Barclays Bank Plc
Student Details
1-1-2020

RETAIL BANKING 1
Table of Contents
Introduction................................................................................................................................2
Case Background.......................................................................................................................2
Strategic drivers.........................................................................................................................3
Internal strategic drivers.........................................................................................................4
External Strategic Drivers......................................................................................................6
Impact on Barclays.....................................................................................................................7
Importance of service quality in the Banking Sector.................................................................8
Recommendations for Barclays...............................................................................................10
Conclusion................................................................................................................................12
References................................................................................................................................14

RETAIL BANKING 2
Introduction
The retail banking sector is expanding an is focused on the digitalisation of the business
operations. As with the improved focus on the quality of service provided to the customer, it
is required that the organisation focus upon improving the product and service quality and
provide the customers with more innovative and quality services within the industry. The
change is required within the retail banking sector so that the customers can be provided with
the quality services and the organisation can lead within the competitive environment. IN the
retail banking sector, few large institutions effectively evaluating the customer requirements
and introducing innovations within their business operations are leading within the industry.
The report focuses on analysing the changes made in the operations of the Barclays Bank Plc,
due to the impact of the internal as well as external strategic drivers. As the organisation's
industry has implemented several changes within its operations to meet the needs and
requirements of the customers. In respect to the changes made by the competitors, Barclays
has implemented certain changes within its business operations and its products and service.
The report effectively analyses the changes within the retail banking sector and how
effectively Barclays has responded to those changes within the industry.
Case Background
Barclays is an investment bank based in the United Kingdom; it also focusses on providing
financial services to its customers. Barclays has four major segments of its business entity
including personal banking, wealth management, corporate banking and investment
management. Barclays has more than 4750 branches and operates in around 55 countries.
Barclays has a diversified business model, and the organisation believes that such business
model helps the organisation in producing long-term outputs for business stakeholders

RETAIL BANKING 3
through leveraging the resources and business relations. The diversified business model of
the organisation provides its stakeholders with a mix of revenue sources
Barclays Bank holds a strong position within the UK retail banking, as of 2018 Barclays has
23 million individuals and around a million of small business in the market. Barclays
provides its clients with a wide range of products and services within its retail banking
segment. In 2018, Barclays recorded a consumer deposit of US$14bn and was listed among
top ten-credit card issuers within the US market. Barclays has developed relations with
clients and has entered into certain partnerships which have promoted the organisation as
being the leader within the UK retail market (Barclays Plc, 2019).
Barclays management has identified major changes that were required to transform the
banking segment and has developed strategies for the transformation of the banking
operations at Barclays. The strategy developed at the Barclays Bank complies with
government regulatory policies introduced in 2018 and has changed the way the activities
were conducted within the organisation. Along with the adoption of the regulatory
framework, Barclays adopted the digitalisation of the banking services and has made
extensive investments in technology developments and has entered into partnerships with the
technology providers to gain a competitive advantage within the industry (Barclays, 2020).
Strategic drivers
Strategic Business drivers include the key factors and support activities that help the
company to define and achieve its business goals and also represents the influence of the
factors on the business operations and the organisational performance within the industry.
Such strategic drives can be classified as internal as well as external, as there are certain key
factors including the national regulations or the competitive conditions of the industry which