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In 2004, Spain's Banco Santander purchased Britain's Abbey National Bank in a deal valued at fifteen billion dollars--an acquisition that made Santander one of the ten largest financial institutions in the world. Here, Mauro Guillén and Adrian Tschoegl tackle the question of how this once-sleepy, family-run provincial bank in a developing economy transformed itself into a financial-services group with more than sixty-six million customers on three continents. Founded 150 years ago in the Spanish port city of the same name, Santander is the only large bank in the world where three successive generations of one family have led top management and the board of directors. But Santander is fully modern. Drawing on rich data and in-depth interviews with family members and managers, Guillén and Tschoegl reveal how strategic decisions by the family and complex political, social, technological, and economic forces drove Santander's unprecedented rise to global prominence. The authors place the bank in this competitive milieu, comparing it with its rivals in Europe and America, and showing how Santander, faced with growing competition in Spain and Europe, sought growth opportunities in Latin America and elsewhere. They also address the complexities of managerial succession and family leadership, and weigh the implications of Santander's stellar rise for the consolidation of European banking. Building a Global Bank tells the fascinating story behind this powerful corporation's remarkable transformation--and of the family behind it.

Banco Santander Central Hispano --History. --- Family corporations --Spain --Case studies. --- Family corporations --- Finance --- Business & Economics --- Banking --- Banco Santander Central Hispano --- History. --- BSCH --- SCH --- Santander Central Hispano (Firm) --- Grupo Santander. --- Close corporations --- Corporation law --- Family-owned business enterprises --- Banco de Santander --- Central Hispano (Bank)

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A new breed of multinational companies is reshaping competition in global industries. For most of the 19th and 20th centuries, multinational firms came from the most technologically advanced countries in the world. Over the last two decades, however, new multinational firms from upper-middle-income economies (e.g. Spain, Ireland, Portugal, South Korea, and Taiwan), developing countries (e.g. Egypt, Indonesia, and Thailand), and oil-rich countries (e.g. United Arab Emirates, Nigeria, Russia, and Venezuela) have become formidable global competitors. These firms do not necessarily possess technological or marketing skills. In contrast to the classic multinationals, they found strength in their ability to organize, manage, execute, and network. They pursued a variety of strategies including vertical integration, product diversification, learning by doing, exploration of new capabilities, and collaboration with other firms. This book documents this phenomenon, identifies key capabilities of the new multinationals, and provides a new conceptual framework to understand its causes and implications.

International business enterprises --- Business enterprises, International --- Corporations, International --- Global corporations --- International corporations --- MNEs (International business enterprises) --- Multinational corporations --- Multinational enterprises --- Transnational corporations --- Business enterprises --- Corporations --- Joint ventures --- Spain --- Espagne --- Espainiako Erresuma --- España --- Espanha --- Espanja --- Espanya --- Estado Español --- Hispania --- Hiszpania --- Isupania --- Kingdom of Spain --- Regne d'Espanya --- Reiaume d'Espanha --- Reino de España --- Reino d'Espanya --- Reinu d'España --- Sefarad --- Sepharad --- Shpanie --- Shpanye --- Spanien --- Spanish State --- Supein --- イスパニア --- スペイン --- Foreign economic relations --- E-books --- Foreign economic relations. --- Business, Economy and Management --- Business Management