BY RIHAM TAIB

Table of Contents

Barclaycard Case Report and Summary
Critical Issues
• Current Performance o Financial Performance o Customer Performance o Internal Current Performance o Internal Long-term Performance
• External Environment Analysis o STEP Analysis o Porters Five Forces o External Factor Analysis o Industry Analysis (Porter) o Competitor Analysis o Competitive Intelligence
• Internal Environment Analysis o Internal Factor Analysis o Organizational Culture o Organization Key success factors o Resource Based Model Analysis o Value Chain Analysis o BCG Growth Matrix
Strategy Recommendations o SWOT o TOWS Strategy
• Possible Recommendations
Justifications and Strategy Choice
•
During the same period, the operating income rose 31.3% to stand at £1830m while operating expenses increasing by a lower margin of 32.8% to stand at £679m.

From this it shows that the company was able to generate a higher proportion of profit from fewer expenses in the year 2003.

Provision for doubtful debts increased from £381m in 2001 to £462 in 2003, representing a 21.2% increase. The same period i.e. 2001 to 2003 therefore saw an increase in profit on ordinary activities before tax of 41.6% to stand at £691m.
Source: www.barclaycard.co.uk

Given that Barclaycard is a part of the greater Barclays Plc and is split into domestic (UK) Barclaycard and Global Barclaycard, it is difficult to refute the case document figures as they can be computed in a vast number of ways. What is