State Bank of India: Breaking entry barriers and building an identity in Singapore

State Bank of India: Breaking entry barriers and building an identity in Singapore

In October 2008, State Bank of India (SBI), India’s largest state-owned bank, makes its foray into Singapore’s consumer banking market. A year into operations, Anil Kishora, chief executive officer of SBI, Singapore, is charged to double the remittance earnings in the next 12 months, an onerous task...

Full description

Saved in:
Bibliographic Details
Main Authors: TAN, Swee Liang, MATHUR, Sarita, VENKATARAMANAN, S. N.
Format: text
Language:English
Published: Institutional Knowledge at Singapore Management University 2014
Subjects:
Market entry
brand identity
value proposition
product offering
pricing
entrance strategy
growth strategy
target market
consumer banking
international business
financial services
banking
India
Singapore
Finance
International Business
Marketing
Strategic Management Policy
Online Access:https://ink.library.smu.edu.sg/cases_coll_all/102
https://cmp.smu.edu.sg/case/2921
Tags: Add Tag
No Tags, Be the first to tag this record!
Institution: Singapore Management University
Language: English
Description
Summary:In October 2008, State Bank of India (SBI), India’s largest state-owned bank, makes its foray into Singapore’s consumer banking market. A year into operations, Anil Kishora, chief executive officer of SBI, Singapore, is charged to double the remittance earnings in the next 12 months, an onerous task for a young branch that is just finding its feet in a new market. Yet Kishora’s team manages to successfully meet the target — remittance volume rose by 96% in ten months. Despite these successes, Kishora is aware of the challenges that lay ahead. Remittances have been a quick win and have yielded the necessary cash flow for the new division. But will the growth from remittance earnings be sustainable over the longer term? How can SBI establish a strong presence and build an identity in Singapore’s mature and fiercely competitive market, beyond the remittance story? Through this case students will learn how a bank from an emerging market prepares to enter a well-developed and highly competitive retail-banking sector, discussing strategic questions of developing unique value propositions and defining target markets. Students will also discuss ways in which SBI can expand its presence and build a brand identity in Singapore. The case is suitable for undergraduate and postgraduate courses on economics of globalisation, international business, and brand strategy.

Similar Items