1.Stable political condition of United Kingdom assists Barclays PLC in making stable and long-term decision making. The bank gets huge government support in making favourable business decision, as UK government is highly inclined towards huge industrialization (Pan et al. 2014). Reduced business tax imposed by UK government has minimized the overall organizational cost of the bank. However, unstable regulatory environment may hamper the decision making flexibility of the bank. Developed economic condition of United Kingdom has increased return of investment and profitability of the bank (Hoskisson et al. 2013). However, high rate of fluctuation in inflation rate can hamper in deciding upon the interest rate of the bank.
The inclusion of fibre optic telecommunication and internet has facilitated the bank in including online banking and mobile banking. Increasing entrepreneurship spirit of the people has facilitated the corporate banking business decision of Barclays PLC. However, some negative attitude of customers due to security issue in banking industry can have negative influence on the bank (Bouvatier, Lepetit and Strobel 2014). The anti-trust laws and data protection act can impose extreme pressure on business operation towards influencing the customers. Apart from that, the environmental restrictions imposed on banks regarding energy consumption can influence the business decision of the bank.
The strength and weakness of Barclays PLC can also be measured through SWOT analysis. Strong brand image of the organization has increased the acceptability of banking option to the customers. Such brand image has also led the bank towards global expansion. On the other hand, strong customer base of the bank has enhanced the sales volume of the organization. Highly talented and skilled employees facilitate the bank in achieving innovative difficult business goals for achieving higher business profit (Home.barclays 2017). Continued emphasis on technology has facilitated the bank in adopting online banking and mobile banking option. However, high dependence on offshore borrowing can limit the domestic improvement of the banking business. Increasing operating expenses may limit the profit potentiality of the bank. The organization has huge opportunity towards entering in Asian and other emerging markets, which can increase the international expansion of the bank (Buch and Goldberg 2015). Fragile and slowdown business environment of some foreign market may impact the international success of the bank. Competitive pressure from other reputed banks can impose threats on the organization.
In case of Oxfam International, political support of United Kingdom for NGO and non-profit organizational development facilitate it in fostering its development. The legal-political environment varies from country to country, which effect Oxfam charitable organization (Choi 2014). Moreover, the legal framework for avoiding illegal form in collecting donation can impact on donation collection decision of Oxfam International. On the other hand, economic development of United Kingdom has increased earning and economic condition of people. Therefore, the organization can gain increased amount of donations from the donors and enhance their social activities for community development. Inclination of the community people in the society towards cooperating with NGOs and donating in charity has increased development of Oxfam International (Saxton, Neely and Guo 2014). Advanced technological adoption has facilitated the organization in tracking the genuine donors around the world. It has also improved the global presence of the organization through better social median and media promotion.
The strength and weakness of Oxfam International can be measured through SWOT analysis. The organization has strong financial stability, as it has reached huge numbers of donors. Such sources of donors have increased the numbers of social activities of the organization in community development (Oxfam.org 2017). Hard working skills and talents of the employees help the organization in fostering more sustainable community development. However, the organization faces huge pressure in maintaining its self-image in the community. On the other hand, rapid opportunities for global expansion have increased the global partnership of the organization. It has affected the international expansion decision and diversification of services of the organization (Kistruck, Qureshi and Beamish 2013). Competitive forces and political risk of both domestic as well as international market impact on accessing the donor sources of the organization.
2.In case of Barclays PLC, political support of United Kingdom has increased the favourable business condition of the organization. Bouvatier, Lepetit and Strobel (2014) stated that favourable business condition has actually increased the profit level of the organization leading to strong financial stability. Such favourable political condition and strong financial stability has achieved the organizational goal of achieving diversified banking options. According to Buch and Goldberg (2015), strong financial background of the bank is directly linked with developed economic condition of UK. Such macro and micro factor has achieved the profit target of the organization. On the other hand, Pan et al. (2014) opined that increased inclination the people towards savings is proportionate to increased numbers of customer base. Such macro and micro factor has enhanced the banking members of Barclays PLC. Bouvatier, Lepetit and Strobel (2014) pointed out that technological development of UK is directly interrelated with improved organizational processes. Such improved technology and organizational process has achieved the business objectives of incorporating online banking and mobile banking. Active initiatives of the bank towards environment protection have developed the corporate reputation of the bank. It has ultimately led to sustainable business growth of the bank.
In case of Oxfam International, political support of UK and other developed countries has increased its global market expansion opportunity. However, Saxton, Neely and Guo (2014) opined that legal framework for avoiding illegal forms of donation collection is directly linked with maintaining reputation in the market. It can hamper the organizational accessibility and presence at all levels of United Kingdom and international market. According to Choi (2014), economic development of the developed countries is linked with availability of multiple sources of donors in Oxfam. Such developed economic condition and multiple donor sources facilitated the organization in diversifying their social activities for better community development. On the other hand, Kistruck, Qureshi and Beamish (2013) pointed out that enhanced inclination of the people has improved the financial sources of the organization. Such micro and macro factor have encouraged the organization towards enhancing their engagement with the common issues of the community.
Bouvatier, V., Lepetit, L. and Strobel, F., 2014. Bank income smoothing, ownership concentration and the regulatory environment. Journal of Banking & Finance, 41, pp.253-270.
Buch, C.M. and Goldberg, L.S., 2015. International banking and liquidity risk transmission: Lessons from across countries. IMF Economic Review, 63(3), pp.377-410.
Choi, S., 2014. Learning orientation and market orientation as catalysts for innovation in nonprofit organizations. Nonprofit and voluntary sector quarterly, 43(2), pp.393-413.
Home.barclays. 2017. Barclays | 325 years of banking expertise. [online] Available at: https://www.home.barclays/
Hoskisson, R.E., Wright, M., Filatotchev, I. and Peng, M.W., 2013. Emerging multinationals from mid?range economies: The influence of institutions and factor markets. Journal of Management Studies, 50(7), pp.1295-1321.
Kistruck, G.M., Qureshi, I. and Beamish, P.W., 2013. Geographic and product diversification in charitable organizations. Journal of Management, 39(2), pp.496-530.
Oxfam.org. 2017. Oxfam International | The power of people against poverty. [online] Available at: https://www.oxfam.org/
Pan, Y., Teng, L., Supapol, A.B., Lu, X., Huang, D. and Wang, Z., 2014. Firms’ FDI ownership: The influence of government ownership and legislative connections. Journal of International Business Studies, 45(8), pp.1029-1043.
Saxton, G.D., Neely, D.G. and Guo, C., 2014. Web disclosure and the market for charitable contributions. Journal of Accounting and Public Policy, 33(2), pp.127-144.