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Titlebook: International Banking Strategic Alliances; Reflections on BNP/D Jörg Itschert,Rehan ul-Haq Book 2003 Palgrave Macmillan, a division of Macm

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Obstacles and Hindrances on the Way to the Transnational Allianceealizing process. Limitations are set for a process of this kind in that it has to be aimed in a certain direction, meaning in this case a global partnership for conducting banking activities in third countries. In principle, however, it is a development of unlimited duration. In light of this, the
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Strategic Alliance: Preliminary Stage or Ultimate Objective?int undertaking. Initially they agreed quite simply and sensibly that this strategic alliance was in fact just an interim phase during which the partners could size each other up and weigh up the envisaged joint business activities. If the alliance were to prove itself the partners would have to app
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From a Global Spectacle to a Focused Joint Servicing of Customersof the agreed cooperation was to be started at all levels wherever points of contact between the partner banks presented themselves. Commissions with an equal membership from both banks set about their work, meeting alternately in Paris and Frankfurt. Dialogue developed, for the most part by coincid
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Business in Central and Eastern Europe in 2000: Dead End for the Alliance? customers whose business opportunities were to be expanded with the help of closely cooperating foreign subsidiaries, loan extensions and other attractive features of the two banks’ product ranges. Anything that served this purpose was considered suitable for cooperation, and thoughts of guarding o
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The Problem with the Presence of Commercial Banks Abroadetween operative planning and strategic planning. Operative planning proceeds from the success potentials available and tries to anticipate short-and medium-term success by way of hard, quantitative facts in the form of costs, returns, business volumes and so on. Strategic planning, on the other han
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