Information and Knowledge Management using ArcGIS ModelBuilder

Renata Paola Dameri
STRATEGIC GOALS EXPECTED BENEFITS
Gain competitive advantage thanks to new,
innovative products, but based on the historical and
strong brand
Higher market share respect to competitiors, number
of new customers
Using Internet to supply innovative products Number of new contracts sold, number of web site
visits
Retain and satisfy customers thanks to easier to use Number of new contracts with old customers
and self tailored services
Using Internet to grant transparency in financial
contracts and on line availability of information about
products, services and applied conditions
To enlarge portfolio products thanks to the Internet,
offering customised services at lower prices, but also
with lower cost for the bank
Figure 5: Explict set out of expected benefits
3.2 Financial service design: innovation
Customer satisfaction
Cost and returns of the project
How to innovate this product, Valea revolving card? Banca Carige choiced a mix of technology and
customer orientation. Banks are used to await customers into their own branches and agencies;
traditionally bank services are “pull-type”: the customers ask to their bank the service they need for (or
an advice to solve their own specific financial need, or which is the more suitable financial product for
them). Creditis defined a new product more customer oriented; a “push-type” one, where the bank
suggests it to the customers without awaiting the request by them.
The marketing mix to promote this product is largely based on the Internet:
A new distribution channel, the Creditis web site, accessible also from the Banca Carige web site:
this enforces the guarantee role of the well known large bank behind the Creditis new company
(less known);
A new type of financial service, customised by the customer himself using the potential of the web
site; in this way, Creditis aims to create a value constellation including the customer as active
subject of the value creation process;
A new communication strategy, able to support the brand extension and awareness of the
affordability of Creditis, based on Banca Carige strong reputation, but also a fresh and innovative
look for Creditis.
Using both the web site and an Internet advertising campaign, Banca Carige aims at positioning
Creditis and its Valea revolving card in a distinctive manner respect to competitors. Indeed, thanks to
a market research on the consumer credit market, Banca Carige argued that its main competitors are:
Traditional banks, using their strong brand and traditional distribution channel to reach their old
customers, but weak in the Internet banking sector respect to the new financial companies;
New financial companies specialised in consumer credit, often Internet pure players, strong on
the electronic market but weak in reputation and trust by the customers.
Mixing the strong brand of Banca Carige with the new Internet technologies and the electronic
channel, supported by an innovative Internet adverstising, Creditis aims to overcome the weaknesses
of its competitors. To implement the strategic aimes into the innovative service, Banca Carige defined
a path to pursue during the implementation of Valea revolving card, using this framework also to
share goals, instruments and required skills all over the company (Fig. 6). The framework is the basis
to build the mix between the service characteristics, the use of the Internet technology, the
communication strategy and the business strategy.
Brand
Awareness
Brand
Experience
Prospect
Acquisition
Figure 6: From brand awareness to customer loyalty
115
Prospect
to Customer
Conversion
Customer
Loyalty