Position of the case The main links to Exploring Strategy are to Chapter 9, addressing internationalisation processes of firms. The case provides a basis for discussing the choice of entry modes, as...

Position of the case

The main links to Exploring Strategy are to Chapter 9, addressing internationalisation
processes of firms. The case provides a basis for discussing the choice of entry modes, as well
as international structures, for instance linked to the global/local dilemma (Section 9.4,
International Strategies). While such issues are often discussed from an external perspective,
the case provides a strong link to corporate culture, as discussed in Chapter 6 of Exploring
Strategy.


3. Learning objectives
Study of the case involves students in understanding of:
• The choice of entry modes, including the pros and cons of different modes, in an
internationalisation process.
• The management of cultural change and the long-term endurance of corporate culture.
• The need to achieve fit between corporate culture and the choice of (internationalisation)
strategy.


5 Questions for discussion


1. Handelsbanken is known for its culture being different from that of its competitors.
Characterise Handelsbanken’s culture and discuss how the culture is spread and kept alive
in the bank.


2. What entry modes into foreign markets has Handelsbanken applied throughout its history?
Discuss what impact Handelsbanken’s culture has had on the choice of entry modes
into different foreign markets. Would there have been different options if the bank
had had a different culture?


3. Like all internationalised organisations, Handelsbanken is facing the global-local dilemma.
Discuss how this dilemma is handled in practice. What is done globally and what is done
locally?


4. How is Handelsbanken making sure that its culture is kept alive in an expanding
organisation and how can this culture be kept alive during further expansion?
5. Your recommendation to the CEO or 2018 and beyond.

•    In your recommendation consider that the bank’s culture had a major impact on how the internationalisation was undertaken. Is a strategy that involves being radically different a wise choice. How different can a strategy be? For how long? Which advantages and risks are associated with radical difference