Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor | Department of Management | en_US |
| dc.creator | Tsang, Chun-fai | - |
| dc.identifier.uri | https://theses.lib.polyu.edu.hk/handle/200/2183 | - |
| dc.language | English | en_US |
| dc.publisher | Hong Kong Polytechnic University | - |
| dc.rights | All rights reserved | en_US |
| dc.title | An empirical study of environment effects on strategic choice in Hong Kong retail banking industry | en_US |
| dcterms.abstract | This paper is a study of the strategic choice in the Hong Kong retail banking industry in response to the environmental effects. According to Gerry Johnson and Kevan Scholes, strategy is the direction and scope of an organization which matches its resources to its markets, customers, or clients, so as to meet stakeholder expectations. Strategic choice is the decision to select the strategy which will best meet the enterprise's objectives. That is, the purpose of strategic choice is to accomplish objective. One of the important factors influencing the strategic choice is the perceptions of the executives towards the environmental factors and conditions. Environmental assessment seems to be an important part of the scope of the firm's mission such that the firm can detect changes occurring outside the traditional view of its industry and formulate the appropriate responses. In this study, the environment is analysis on the base of the PEST Analysis suggested by Gerry Johnson and Kevan Scholes. The practicing strategies of three major retail banking groups, HSBC, BOC and LCB, in responding to the environmental changes are studied. The results showing that the HSBC, although facing the negative impact due to the recent changes in regulatory framework in the banking sector, is still maintaining its market leadership through strategies of Cost Leadership and Product Innovation. The BOC, with their political background and the impact of 1997 issue, are vigorously attacking the market leader and playing an more important role in the Hong Kong banking sector. Lastly, for the LCB, which is constrained by its size and internal infra-structure, the only way to find a market niche is to join a strong partner for combine forces to compete. | en_US |
| dcterms.extent | iv, 92 leaves ; 30 cm | en_US |
| dcterms.isPartOf | PolyU Electronic Theses | en_US |
| dcterms.issued | 1996 | en_US |
| dcterms.educationalLevel | All Master | en_US |
| dcterms.educationalLevel | M.B.A. | en_US |
| dcterms.LCSH | Banks and banking -- China -- Hong Kong | en_US |
| dcterms.LCSH | Hong Kong Polytechnic University -- Dissertations | en_US |
| dcterms.accessRights | restricted access | en_US |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| b12570035.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 2.53 MB | Adobe PDF | View/Open |
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