In 2001, Citibank Cash and Trade Group division turned into e-business, with a strategic view to transforming the traditional business management of money in e-business structure. This case discusses how Citibank is using its traditional assets and the integration of the Internet into their own e-business strategy to create a sustainable competitive advantage. Competition in the business of money and trade is intense and a new generation of competent and aggressive competitors in the market claims, including technology companies interested in B2B e-payments. Citibank responds to the competition is constantly developing its e-business strategy - to connect, transform and expand. Also looks at the challenges that Citibank E-Business Group is facing in developing a single global web-based platform for the enterprise market. The focus on how Citibank is developing an e-business product, which will serve as a very segmented market and how these markets are encouraged to use a global online platform. At one end of the spectrum are the transnational corporations and the top level of domestic corporations that operate sophisticated treasury, and at the other end are companies and small and medium enterprises, which are not yet ready to upgrade and transform their systems. "Hide
by Julie Yu, Ali F. Farhoomand, Marissa McCauley, Shamza Khan Source: University of Hong Kong, 13 pages. Publication Date: June 7, 2002. Prod. #: HKU197-PDF-ENG
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