| Philippe Blavier | ||||||
Ask a senior banker to describe his organization’s strategy and chances are he’ll soon start talking about “global relationship banking”, or being a “full-service provider” or a “one-stop shop”. The desire for financial superstore status has never been stronger.
Intriguingly, this aspiration is the opposite of the strategies of most of the banks’ corporate customers. Governed by the forces of specialization, they are focusing on key business areas and disposing of non-core assets.
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