| 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 |
|