Lebanese Canadian Bank’s (LCB) rise over the last ten years has been quite impressive. The bank was able to accomplish close to a miracle by moving from the 21st place in terms of assets and deposits in 1998 to join the elite of the ten largest Lebanese banks by 2006 and 8th in total assets and deposits by the end of the first quarter of that year. When you consider that this significant rise was accomplished over a relatively short period (six to seven years) and in the midst of a heavy dogfight for deposits among more than 50 Lebanese banks, then one can only conclude that LCB’s meteoric rise has been achieved through hard work and shrewdness on the part of the bank’s management. An aggressive expansion strategy, which was based on an active expansion of the domestic branch network (almost 30 branches by the end of 2005) and
