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Mercury Global Corporation : challenges of designing effective offshore delivery organization in high end services / Arindam Banjeree.

By: Material type: TextSeries: Publisher: London : SAGE Publications Ltd, 2017Description: 1 online resource : illustrationsContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781473991002 (ebook) :
Subject(s): DDC classification:
  • 332.1068
Online resources: MERCURY Global Corp. is a North American acquisition of a large global bank, Galaxy Bank, headquartered in Western Europe. MERCURY has been a reputable consumer finance company in the United States for over 120 years and at the time of its takeover by Galaxy, was one of the two largest players in the US market in the near-prime and sub-prime consumer loans market.Given the high level of competition in the banking industry, especially in the US market, many financial institutions have in the nineties moved towards transitioning the internal operations processes to other geographies other than their home base to build significant efficiencies. While the move had been initially planned to create sustainable competitive advantages, the late nineties saw a significant number of organizations doing similar off shoring or outsourcing of processes to leverage on the cost arbitrage in developing countries. It became imperative for all major organizations to follow similarly to remain competitive.
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Originally published: Banjeree, A. (2013). Mercury Global Corporation. IMG0018. Ahmedabad: Indian Institute of Management, Ahmedabad.

MERCURY Global Corp. is a North American acquisition of a large global bank, Galaxy Bank, headquartered in Western Europe. MERCURY has been a reputable consumer finance company in the United States for over 120 years and at the time of its takeover by Galaxy, was one of the two largest players in the US market in the near-prime and sub-prime consumer loans market.Given the high level of competition in the banking industry, especially in the US market, many financial institutions have in the nineties moved towards transitioning the internal operations processes to other geographies other than their home base to build significant efficiencies. While the move had been initially planned to create sustainable competitive advantages, the late nineties saw a significant number of organizations doing similar off shoring or outsourcing of processes to leverage on the cost arbitrage in developing countries. It became imperative for all major organizations to follow similarly to remain competitive.

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