Lloyds: a Deviant Case, Rejecting Universal Banking

David Rogers

Chapter Chapter 4 in The Big Four British Banks, 1999, pp 42-66 from Palgrave Macmillan

Abstract: Abstract An analysis of institutions that do not fit existing paradigms often reveals more significant insights about the industries of which they are a part than does a similar analysis of those that fit the mould. Lloyds is such a case in the recent history of its industry, and an analysis of its leadership and strategic choices since the early 1970s can tell us a lot about the recent evolution of British banking and about what configurations of strategy and organization are likely to distinguish the high from the low performers in the future.

Keywords: Financial Service; Commercial Bank; Building Society; International Banking; Retail Banking (search for similar items in EconPapers)
Date: 1999
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-27760-5_4

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DOI: 10.1007/978-1-349-27760-5_4

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