By Dr Rehan ul-Haq (auth.)
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However, membership has a neutral effect as competition in credit card services in the UK is based on price, additional services and products, for example, and no longer on ATM network provision. If Y-Bank does not wish to provide credit card services, then membership of the two infrastructure alliances discussed above is counterproductive because of the added cost with no beneﬁt. The above details the two extreme positions, on the one hand strategic alliances and on the other, infrastructure alliances.
These infrastructure alliances may originally have been strategic alliances that conferred a competitive advantage to the establishing members. One example of this is the strategic alliance between Royal Bank of Scotland and Banco Santander established in 1988. The partners developed a pan-European funds transfer system, IBOS, to provide a mechanism for the banks to deliver a service to their customers in small value European currency funds transfers. This placed ‘two fairly small banks at the technological cutting edge of banking applications’ (Faulkner, 1995).
This need for cooperative relationships is an integral and essential requirement to carry out the business of banking successfully. Bankers retain the right to choose with whom they establish cooperative relationships, and the conﬁguration of these relationships, but the need to establish cooperative relationships is embedded in the nature of banking activity as detailed above. The banker can, therefore, be said to have a high pre-existing general propensity to enter into cooperative relationships with other bankers, whether locally or internationally located, and these relationships are integral and essential to carrying out the business of banking.