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Citibank is a 200-year old brand of giant Citigroup. With presence in more than 100 countries and a wide array of banking, lending and investment services, Citibank is one of major international bank in the world. This leading position is contributed by many factors, in which international strategy plays a striking role.
The purpose of this thesis is to study the way Citibank expands its business in emerging countries through two different business models: universal banking and segment-led. In universal model, Citibank, receiving maximum support from other platforms of Citigroup, enters new markets by mass acquisition and strategic alliance. Heavily affected after recent financial crisis, Citibank only can focus on consumer banking which leads to the transfer to segment-led model. In new model, Citibank’s targeted customer is affluent segment in big cities with highly concentrated GDP. Instead of acquisition, Citibank invests for organic growth (building multi-channel distribution, developing innovative products, leveraging marketing) to strengthen its root in existing markets. These diversified modes of entry are illustrated by specific cases in Mexico, China, Singapore, Taiwan, and Malaysia.
The thesis also analyzes banking industry in the context of financial crisis and the way banks adjust to fit in new situation. An overview of emerging markets’ banking system and their needs for reform will explain driving forces underpin Citibank’s international expansion. Finally, the thesis summarizes key successful lessons and suggests some proposals for Citibank to better exploit their opportunities in emerging markets.

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