Deutsche Bank’s International Private Bank is the leading private bank in Germany.
It offers services to five million clients overseas and it is a financial partner in over 1,200 branches in Europe and Asia (Deutsche Bank AG).
Currently, Deutsche Bank operates across Europe and some parts of Asia.
The bank needs Buy-Build-Ally approach to expand to new territories such as in the USA and Australia.
Deutsche Bank AG alone is too small to make its mark as a global player.
It only has 8.5 million private customers, which represents 7 percent of the Germany market share.
Implementation strategy cont.
Deutsche Bank AG can increase its market presence in the global market by buying other banking institutions.
Targeted acquisitions can help augment its internal talent.
Acquisitions should align to the business operation of Deutsche Bank.
Furthermore, Deutsche Bank can enhance its competitive positioning by partnering with potential partners in the banking industry (Matuszak, 2020).
Building Alliances with other banking partners will help the company to keep its options for potential acquisition in the future.
When the bank is not sure of which of its competitors will become dominant and pose risk to the firm, it can opt to use partnership and alliances to develop relationships with multiple companies to keep its options for potential acquisition in the future. Furthermore, to save on costs of establishing other branches in new locations, alliances would help save costs on establishing new facilities, hiring new workforce and investing in new technology.
Timeline: Market Research: first year
In the first year, Deutsche Bank AG will engage in research to identify potential areas for growth.
This would involve conducting a market research to identify locations that have a market opportunity.
In this case, the bank will look for potential underserved regions with relatively low competition.
Market research helps a company to identify opportunities to serve various groups of customers.
After conducting market research and identifying potential markets for expansion, the bank must decide on the expansion model. In this case depending on its financial resources, it may choose whether to partner with existing banking institution within the region it wants to expand to or building new branches if there are not potential banks to buy to partner with.
Expansion strategy- Second year
After identifying potential regions, the second step is to determine expansion strategy, whether to buy, build or ally
This involves consolidating financial resources against the estimated expansion budget to decide on the most feasible expansion strategy.
The bank will also identify potential banking institutions that it can buy, partner with, or potential regions where it can build new branches depending on the most preferred option in each area (Matuszak, 2020).
A major practical dimension to consider when deciding on expansion strategy is what acquisition options are realistically available given market depth and recent trends.
Deutsche Bank AG has not claimed a significant market share both in Germany and in the global banking marketing. However, as the banking market continues to expand, DB AG can expand and claim a big local and global market share.
Expansion and aligning business services-third year
In this stage, after identifying potential banking partners, the expansion starts either through mergers or complete acquisition.
After identifying potential partners for expansion, Deutsche Bank will ask the target banking institution to provide substantial information such as current financial statements to be able to further evaluate the target.
If it is through alliance, the Deutsche Bank AG will have to align its business operations with the other banking partner to ensure smooth operations.
Business expansion and continuous improvement
The last stage is expansion to the target audience. The Deutsche Bank moves its operations to the new location and starts operations. Continuous improvement and evaluation is important to know if the expansion meets its business objectives.
Matuszak, A. (2020). A practical build-buy-ally framework. https://www.linkedin.com/pulse/practical-build-buy-ally-framework-andrew-matuszak/
Deutsche Bank AG. International private bank. https://www.deutsche-bank.de/pk/lp/international.html
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