Cougar Visa Case

The issues arising from such a system is the amount of data collected, the operational system in place gathering the data and the quality of that data. For example, in order to precisely identify costs related to a customer the bank should use the activity-based costing methodology, that will assign the costs of all activities of the customer towards the bank (products and services) and assign those costs to the actual consumption of each product and service. Such measurable data could be the income derived from interest paid on outstanding credit balances and loans, the fees paid by the customer, the risk score and the bank’s overhead towards the customer. In order to assess this data – usually they are suppressed in a computerized system that no one can use entirely – one should identify the specific measurable parameters. The bank will have to allocate resources for this task but it will pay off eventually. The data inputs will lead to product / service level metrics and will help the bank assess the profitability of each

Create a new positioning statement for your product, and provide justification for your new positioning strategy.

Michael Porter provided a framework that models an industry as being influenced by five forces. The strategic business manager seeking to develop an edge over rival firms can use this model to better understand the industry context in which the firm operates. Two of the five forces that are the most significant for Capital One would be rivalry among competitors and threat of new entrants. Capital One has addressed rivalry among competitors in the past by getting new customers to keep their percentage level low for the new and existing customers. Also they have credibility among investor to find individual who are at high risk but will have a good potential with handling their credit card. Capital One threat of new entrants was a major concern in the first two to three years of their business. These concerns are now less intense as it has led to a cost advantage that would be impossible for new entrants to replicate. Capital One can approve these two forces going into the future by keeping up with the latest technology, catering to the community so they can continue to get new customers, and continue to come out with other products that will allow the company to grow in other fields.

From an operational viewpoint, banks are trying to incorporate technology in their product offerings, such as advanced banking and financial-related mobile applications. Innovations are made with the assistance of learnings from customer information and data analysis, which are an essential part of analytical CRM. The strategic view also suggests that banks are building a social presence on online platforms to enhance customer engagement and build a long-term relationships with their customers. The above approaches can clearly be identified when looking at CBA and NAB customer relationship management strategies. With its high-tech ATMS and state-of-the-art Commonwealth mobile app, CBA has full product leadership in the market, enabling them to have a competitive advantage when attracting new prospects or customer retention. On the other hand, NAB use customer intimacy as their core CRM strategy, cutting their product offerings in half and make consumers more centrally focused. They are very responsive in customers' needs and wants; and is the leading brand when it comes to customer

John Culbert is given the difficult task of selecting the best approach that will capitalize on opportunities to increase the performance efficiency of the credit function without disrupting its current customer-oriented culture. His main challenge is the lack of a comprehensive system to evaluate the gains from centralization and the problems it could potentially create vis-à-vis the current status quo. Hence, we suggest a basic framework for him to evaluate the costs and benefits associated with changing the structure of the credit function. Given that the change is mandated by his managers, there are high potential cost-savings, and low risks associated with

The four perspectives in a balanced scorecard are, financial perspective, internal business process perspective, customer perspective, and learning and growth perspective. In the financial perspective area of Quicken Loans starts with them being a for-profit organization. In the financial perspective one of the main interests is shareholders interest. When looking at the shareholder’s interest there are two different categories they look at, revenue growth and productivity objective. To grow revenue of Quicken Loans they would have to work on developing new revenue sources by tapping into different markets. Along with that they should also be improving current profitability by increasing their profits from their current clients. On the other side, there is productivity objectives which are completed by the employees. This area of the financial perspective focuses on decreasing costs and resource optimization.

A. KNC has engaged in a strategy to sell to customers with higher credit risk.

A fantastic statement! The credit card is a marvelous asset that allows you to visit different spectacular sceneries and locations that you love. Shop a lot, go wherever you wish, do whatever we do... this is what possible with a credit card. Seems Interesting! The credit cards are always filled with an ample amount of the bucks so that an individual can enjoy the life fully. The credit cards make your wishes true that can't included in the checklist of the monthly budget. Simply, add the money in the credit card and spend, spend, spend...

So it is also attractive for Jules Kroll to take this opportunity to enter the credit rating industry. In addition, the “issuer pays” model, which used by the big three rating agencies, lets companies shop around for the best ratings, putting pressure on the agencies to inflate their grades. As a result, it is very difficult to argue that they can adequately represent the users’ side. Therefore, Jules Kroll wants to use another model that can assign unbiased and reliable ratings.

Case Analysis: Alpen Bank The main issue that Alpen bank is facing is whether or not they should launch the credit card business in the Romania market and which group of target audience they should select while applying the launching strategy. Moreover, specifically to Carle, he needs to come up with a program from which, Alpen bank can generate at least €5 million in profit within 2 years. Moreover, clarified positioning strategy and customer segmentation is also needed to secure the success of the program. In the case, it seemed that Alpen had the opportunity to act since economic environment in Romania had changed from 2006 after its entering into the EU: the economy there was developing; a

Lending evaluations by Santander are based on credit background of the person (or company) who wants borrow. Through the development of a credit-approval system, Santander Consumer Finance increased an understanding into these clients on an online database which allowed for the use of real time analysis in determining interest rates for the business interactions.

Thus, each bank needs to differentiate their product offers to customer, strengthen their portfolio, and improve services, etc depending on its strategies.

Describe your chosen product attributes in the context of your positioning (hint: describe only attributes you can control: color, packaging, name, etc) (5 Marks Total)

2. Product Line and Positioning Choice – The product line itself has to be determined. Is it

In 1996, Citibank was an emergent banking institution attempting to increase its market share in the competitive Los Angeles area. In order to do so, the bank’s strategy was to focus slightly less on their financial growth, and much more on providing “a high level of service to its customers”. Management viewed this paradigm shift as “critical to the long term success of the franchise”.