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

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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

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