Information and Knowledge Management using ArcGIS ModelBuilder

Renata Paola Dameri
through the strategic combination of the strong brand of Banca Carige, the large retail network
and the use of Internet.
Banca Carige used its Creditis Servizi Finanziari company to support the new business; this company
was considered the right answer to the challenges issued by the more competitive financial market:
Creditis is leaner than a large bank, so it is more able to compete with the new non-bank financial
institution;
People working in Creditis are younger than the average working in Banca Carige; they are better
skilled for the use of Internet in financial products and services;
Credits could use the banca Carige brand and retail network to both create new relationships with
old customers and to catch new customers on the market.
At the and of this first step, Banca Carige was able to clearly define its
Business scope,
Distinctive competencies and
Strategic aims (see Business strategy in Fig. 1).
In details:
To launch a new product in consumer credit, a revolving credit card, offered both to old customers
and to new customers, especially young people;
To base its strategic initiatives on its distinctive resources: affirmed and well known brand and a
large retail network;
To gain a satisfactory market share in the consumer credit business both catching new customers
and retaining old customers.
Linked to the strategic aims, it is possibile to define some indicators to measure the success of this
project, for example:
Number of Valea revolving cards issued;
Number of new customers, respect to old ones, subscribing a revolving card Valea;
Market share respect to competitors;
Cost/revenue ratio of the project (including Internet infrastructure, the web site and so on);
Type of channel used to subscribe the revolving card: the traditional retail network or the web site.
Fig. 4 and 5 are used to explicitly set out the alignment between business needs and strategic goals,
and the expected benefits from the new initiative.
BUSINESS NEEDS STRATEGIC GOALS
Banking globalisation and higher competitiveness Gain competitive advantage thanks to new, innovative
products, but based on the historical and strong brand
Role of Internet in the financial sector, Internet as a
mature and no distinctive technology
Using Internet to supply innovative products
More exigent and hard to please customers Retain and satisfy customers thanks to easier to use
and self tailored services
Lack of confidence Using Internet to grant transparency in financial
contracts and on line availability of information about
products, services and applied conditions
Price reduction of common products, higher margins
by distinctive services
Figure 4: Explicit alignment bewteen business needs and strategic goals
114
To enlarge portfolio products thanks to the Internet,
offering customised services at lower prices, but also
with lower cost for the bank