Barclays Strategic Analysis

This paper is about to demonstrate the understanding of strategic development in financial services company (Barclays) currently listed on the UK FSTE Stock market. This paper will demonstrate the understanding of key strategic developments that influenced the long-term direction of the organisation to the existing day. This will also identify the changes in strategy that the Barclays have made during the period and will show how and why these kinds of changes were made by the Barclays. The second task will explain the current strategic situations based on the analysis undertaken for evaluation of the Barclays. This also demonstrates the current strategic situation which associates to changes found in strategy. This will identify the company’s

With about 300 years of expertise and history in banking, Barclays performs in about 50 nations and hires about 150,000 staffs. It is based in London. By the parent company and different subsidiary organisations, it presents financial services covering corporate banking and retail banking, investment, wealth management, and credit cards. It has about forty eight million clients in the world. This global existence would have never been considered through its early Quaker

Thomas Gould and John Freame, both Quakers, began a partnership as goldsmiths. At the moment goldsmiths performed as bankers providing loans to businessmen and merchants, for this was the very initial phases of private banking in UK (Wustenhagen, & Menichetti, 2012). In 1902, it obtained a listing on the London Stock Exchange and in 1917, became recognised as Barclays Bank Limited. Now, the bank was firmly on the road to becoming the popular global institution it is currently.

Its services are based on branch integration models in financial company which defines the strategic lines of business, in its organisational model and the relationship with other corporate areas. They are developed / implemented advanced technology platforms for customers. The company also deals in the distribution strategy in view of the actors involved: distribution "pure" (commercial bank network), product (strategic marketing to determine the range of products).

According to Cummins and Santomero (2012), the company aim to help customers address the change processes with innovative strategies, organisations and processes more agile and geared to market needs, as well as technologies that efficiently support the demands of this changing environment. They are the leaders in the geographic markets where they operate in strategic renewal projects, organisational, operational and