Where is HSBC vulnerable? What should it watch out for?
HSBC
Sources: Deborah Orr, "New Ledger," Forbes, March 1, 2004, pp. 72-73); "HSBC's Global Marketing Head Explains Review Decision," Adweek, January 19, 2004; "Now Your Customers Can Afford to Take Fido to the Vet," Bank Marketing (December 2003): 47; Kenneth Hein, "HSBC Bank Rides the Coattails of Chatty Cabbies," Brandweek, December 1, 2003, p. 30; Sir John Bond and Stephen Green, "HSBC Strategic Overview," presentation to investors, November 27, 2003; "Lafferty Retail Banking Awards 2003," Retail Banker International, November 27, 2003 pp. 4-5; "Ideas that Work," Bank Marketing (November 2003): p. 10; "HSBC Enters the Global Branding Big League," Bank Marketing International (August 2003): pp. 1-2; Normandy Madden, "HSBC Rolls out Post-SARS Effort," Advertising Age, June 16, 2003, p. 12; www.hsbc.com.
HSBC is known as the "world's local bank." Originally called the Hong Kong and Shanghai Banking Corporation Limited, HSBC was established in 1865 to finance the growing trade between China and the United Kingdom. HSBC is now the second-largest bank in the world, serving 100 million customers through 9,500 branches in 79 countries. The company is organized by business line (personal financial services; consumer finance; commercial banking; corporate investment banking and markets; private banking), as well as by geographic segment (Asia-Pacific, U.K./Eurozone, North America/NAFTA, South America, Middle East).
Despite operating in 79 different countries, the bank works hard to maintain a local feel and local knowledge in each area. HSBC's fundamental operating strategy is to remain close to its customers. As HSBC chairman Sir John Bond said in November 2003, "Our position as the world's local bank enables us to approach each country uniquely, blending local knowledge with a world-wide operating platform."
For example, consider HSBC's local marketing efforts in New York City. To prove to jaded New Yorkers that the London-based financial behemoth was "the
Sources: Deborah Orr, "New Ledger," Forbes, March 1, 2004, pp. 72-73); "HSBC's Global Marketing Head Explains Review Decision," Adweek, January 19, 2004; "Now Your Customers Can Afford to Take Fido to the Vet," Bank Marketing (December 2003): 47; Kenneth Hein, "HSBC Bank Rides the Coattails of Chatty Cabbies," Brandweek, December 1, 2003, p. 30; Sir John Bond and Stephen Green, "HSBC Strategic Overview," presentation to investors, November 27, 2003; "Lafferty Retail Banking Awards 2003," Retail Banker International, November 27, 2003 pp. 4-5; "Ideas that Work," Bank Marketing (November 2003): p. 10; "HSBC Enters the Global Branding Big League," Bank Marketing International (August 2003): pp. 1-2; Normandy Madden, "HSBC Rolls out Post-SARS Effort," Advertising Age, June 16, 2003, p. 12; www.hsbc.com.
HSBC is known as the "world's local bank." Originally called the Hong Kong and Shanghai Banking Corporation Limited, HSBC was established in 1865 to finance the growing trade between China and the United Kingdom. HSBC is now the second-largest bank in the world, serving 100 million customers through 9,500 branches in 79 countries. The company is organized by business line (personal financial services; consumer finance; commercial banking; corporate investment banking and markets; private banking), as well as by geographic segment (Asia-Pacific, U.K./Eurozone, North America/NAFTA, South America, Middle East).
Despite operating in 79 different countries, the bank works hard to maintain a local feel and local knowledge in each area. HSBC's fundamental operating strategy is to remain close to its customers. As HSBC chairman Sir John Bond said in November 2003, "Our position as the world's local bank enables us to approach each country uniquely, blending local knowledge with a world-wide operating platform."
For example, consider HSBC's local marketing efforts in New York City. To prove to jaded New Yorkers that the London-based financial behemoth was "the