Information and Knowledge Management using ArcGIS ModelBuilder

Renata Paola Dameri
To clearly communicate the characteristics and adavantages of the new product Valea revolving
card;
To promote the card subcription, converting prospects into customers.
The definition of these measurable goals permits to evaluate the effectiveness of the web site, respect
to the strategic goals.
It would especially important in the last step, when Banca Carige should evaluate the success of this
Internet based business project, to decide if continue it and to develop new marketing policies to
enforce the customer’s loyalty.
3.4 Final assessment and evaluation
The use of a formal method such as the revisited Henderson and Ventrakaman model to support the
strategic alignment between banks strategies and the use of Internet permits also to well define
awaited benefits and performance indicators, able to assess the effectiveness and the success of the
initiative and to support decisions for the future of the project.
Banca Carige have been starting the project at the end of 2009, just before the Chistmas period. In
2010 the project has been carrying on, with some interesting results. The evaluation of the whole
initiative is at the moment only partial, but Banca Carige and Creditis have all the instruments to
pursue a strategic assessment of their choices.
We can analyse the reached results and the performance indicators distinguishing between:
Strategic goals;
Innovation goals;
Economic goals.
The main strategic goals were to catch new customers and to introduce consumer credit to old bank
customers. These strategic goals are really easy to measure; the most interesting aspect regards the
segmentation between the two types of customer, old and new ones. The statistics demonstrate that
the new customers are more than the old and that they really respond to the prospect defined by
Banca Carige. The number of Valesa card issued is judged satisfying in the launch phase of its life
cycle.
The innovation goals especially regard the possibility of using Internet to promote and further to sell a
new financial product, and also the use of Internet and web sites to sustain the company brand or its
look. To evaluate these apects, specific key performance indicators have benn used, such as
impressions number or direct response. In this case, the indicators show that it is better to create two
web site: the Creditis institutional web sit, with information about the company and its products and
services; and the commercial web site Valea, to support the best customisation of the product and a
high involvment of each customer in the value chain.
Economic goals are used to undertsand if revenue deriving from Valea revolving card related to the
cost of the project are positive or negative. The evaluation confirms that Internet is not a good
instrument to increase revenues or to reduce cost; instead it is very powerful if used like a lever to
gain compatitive advantages exploting some distinctive resources such as the brand, the retail
network and so on. Creditis has been able to calculate the gross margin of its initiative and it is
positive. But Banca Carige thinks that the best result has been the number of people entering in touch
with its brand, to consolidate its positiningin the Italian bank sector and to enforce the trust
traditionally recognise to him by its customers. Banca Carige is a very traditional financial company in
Italy and its customers are aged; the use of the Internet is an important media to spread its positive
reputation also between the new generations.
References
Arnold I., van Ewijk S. (2011), “Can pure play internet banking survive the credit crisis?”, Journal of Banking and
Finance, Vol. 35 Iss 4
Carr N. (2003), IT doesn’t matter, Harvard Business Review, May
Coleman P. and Papp R. (2006): “Strategic Alignment: Analysis of Perspectives”, Proceedings of the 2006
Southern Association for Information Systems Conference
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