26TH NOVEMBER, 2012

KINGSTON UNIVERSITY, LONDON

TITLE: SANTANDER (D) - TRANSFORMATION AND GROWTH IN THE UK BY
NAME: IREDIA OSAGIE
MODULE: SERVICES STRATEGY

TABLE OF CONTENT

1. Abstract 2. Introduction to Strategy 3. Industry and Market in which Santander competes 4. Structure and dynamics of the market in which Santander competes 5.1 The threat of entry 5.2 Bargaining power of Supplier 5.3 Bargaining Power of Buyers 5.4 Threat of Substitutes 5.5 Rivalry among existing competitors 5. Critical success factors for competing in the industry 6. Its resources, competences, capabilities and how Santander differentiates itself from competitors 7. Its sources of competitive advantage 8. The major Macro/Micro environmental strategic marketing issues facing Santander, its view as an opportunity or threat, time frame for which each issue will be most relevant and the level of priority to be assigned to them 9.6 Political issues 9.7 Environmental issues 9.8 Social issues 9.9 Technological issues 9. To what extent can Santander’s strategy be described as being marketing oriented, what other strategic orientations could be considered 10. Other strategic orientation that could be considered 11. Strategy evaluation methods utilised 12. Similarities and differences of the different schools in analysing Santander 13. Appropriate strategy approach 14. Other issues that would minimise the likelihood of implementing the option and ways of overcoming these challenges 15. Recommendation 16. Conclusion

1. Abstract
The emergence of Santander into the UK market with the acquisition of Abbey represents a big move across