Chase Global Markets: Defining New Business Models in the Investment Bank Industry

Please use this identifier to cite or link to this item: http://dspace.mediu.edu.my:8181/xmlui/handle/1721.1/709

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DC Field	Value	Language
dc.creator	Woodham, Richard	-
dc.creator	Ross, Jeanne W.	-
dc.date	2002-06-07T20:10:08Z	-
dc.date	2002-06-07T20:10:08Z	-
dc.date	2002-06-07T20:10:16Z	-
dc.date.accessioned	2013-05-31T14:14:36Z	-
dc.date.available	2013-05-31T14:14:36Z	-
dc.date.issued	2013-05-31	-
dc.identifier	http://hdl.handle.net/1721.1/709	-
dc.identifier.uri	http://koha.mediu.edu.my:8181/jspui/handle/1721	-
dc.description	Like most financial institutions, Chase Global Markets (now part of J.P. Morgan Chase) found that e-business opportunities challenged its core business model. The Global Markets business serves large institutional investors (as opposed to individual investors) and thus handles very large transactions. The nature of the business creates unique challenges in an ebusiness environment, where investors want more competitor comparisons online but prefer to complete their transactions with a personal salesperson. This case study examines the efforts of Chase's e-Capital Markets group to revamp its approach to serving customers and developing IT solutions.	-
dc.format	160883 bytes	-
dc.format	application/pdf	-
dc.language	en_US	-
dc.relation	Center For Information Systems Research;316	-
dc.relation	MIT Sloan School of Management Working Paper;4354-01	-
dc.subject	Business Models	-
dc.subject	E-business Strategy	-
dc.subject	IT Architecture	-
dc.title	Chase Global Markets: Defining New Business Models in the Investment Bank Industry	-
Appears in Collections:	MIT Items

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