Barclays Competitive Advantage

Therefore, the source of competitive advantage for Barclays would be quality customer care as envisaged in their strategy in citizenship and continuous development of new and unique products for the market. The ability to enjoy economies of scale from supplies and large capital structure should also offer Barclays, a hand in increasing competition.

Institutional capabilities and endowment

Barclays bank has both physical and intangible resources to help it grow to a leading financial institution in its strategic plans. It has both distinctive and threshold capabilities to allow it create a competitive advantage against its rivals (Warner, 2010).

Financially, Barclays was able to raise £2.3bn from a share issue. This boosted its capital base

This will save on time and cost of operation and help in creating clear and precise business level strategies.

Though effort has been put to up the competitive advantage, more is still required. In Resource Based Analysis, the capabilities and competencies of Barclays cannot meet the VRIN criteria in its full view.

First is the value criteria. Based on the products offered by Barclays most of the customers seem to be getting what they envisioned while contracting the services offered by Barclays. Though the profits have dipped, the continued increase in the number of customers to approximately 48 million worldwide, is a major indicator of a firm offering value for their client’s money.

Rarity is another way to evaluate the strength of the strategy. With the growing financial market and increased spending on research, many competitors, have found methods to be at par with institutions like Barclays in technology and management. In products provided, there is no unique product setting Barclays apart from the rest. It was the Barclays card but now each and every firm is running on similar

This goal of the partnerships, mergers and acquisitions will welcome the professionalism in the management of Barclay’s affairs. Through mergers and acquisitions, it will be able to reduce the unfavourable competition and reduce cost of initial set-up that is more expensive than rebranding and acquired firm.

Partnerships reduce costs by providing economies of scale. Mergers, on the other hand, reduce risk of venturing into new markets. These engagements allow firms to leverage risk on their combined assets thus lowering the risks associated with doing business. Partnerships will also make it easier to link Barclay’s customers across the world without creating a major presence in a geographical area.

Though technology gives a firm a competitive advantage, it can also be a put-off to some clients. Barclays’ products in a way are sophisticated. To attract more customers, it should simplify its products to allow customers from all divide to enjoy them.

Barclays has seen a change of management more in the last five years as compared to its competitors. In this aspect of management change, it is hard to grow a culture in an organization. Each manager that comes wants to leave a legacy and will, therefore, employ their strategies overtime they are appointed instead of building on existing