Halifax Case Study

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IS/IT for managers: Halifax Case Study 1. Business Strategy 2.1. What was the strategic thinking taking place at Halifax at the time Halifax thought at that time that being the largest building company, and having over 20 millions customer accounts and around 20 % of the UK mortgage market would be key advantages to transform into the “biggest and best personal finance business in the UK”. This portfolio of current customers represents a large amount of potential customers, which explain this strategic move. More, the managers of Halifax sensed the potential of Internet in online banking and the evolution of the service. In terms of IS, it meant cleaning up the previous existing files by creating an accurate members register with up to date details of names, addresses … It imposes first to determine the level of data, and then to collect the information about current customers. For the share dealing resulting of the conversion into a plc, Halifax has to take into account that about 8 millions of people would be transferred shares, and about 2 millions of them would sell it the same day. We can summarize the strategic thinking by the following scheme: 2.2. Describe and evaluate the strategic planning process in Halifax The strategic planning of Halifax is included in a larger transformation which will transform Halifax from a building society to a bank. Strategic Planning Halifax Case 3 Halifax Building Society 1990 Leeds Permanent Merged 1995 Halifax Plc Became 1997 Halifax Building Society 1990 Leeds Permanent Merged 1995 Halifax Plc Became 1997 The Halifax strategic planning process uses IT as the main tool of the transformation of the company. The Halifax Direct phone service is IT assisted and one of the key to the success of this operation. 2.3. Was the development of share dealing by the Halifax a

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