Tesco
Issue
Bankinter is a small bank that needs to use its small size to outmaneuver larger banks to the niche markets. The niche that they are currently looking to exploit is the internet market – but they haven’t perfected how to segment clients, market effectively (8700, Alliance, e-collaboration?)
• Where are the profitable segments?
• What are the profitable products?
• Where is the best area to concentrate resources?
• E-collaborators not completely filling out form to become customer a full fledged customer and open themselves to cross selling
o How can we induce more cross selling?
o How can we induce completion of forms?
• Can we lower the Attrition rate of profitable clients?
• Bankinter’s competitive advantage is e-collaborators. How can we better exploit this advantage?
Market
Size – Bankinter has 21.4 billion Euros (3.32%) in assets of 644,580,000,000 (644.5 billion Euros)
Trends – Bankinter is forecasting a large movement into the internet, and they have worked hard to differentiate themselves as the low-cost, innovative, multichannel provider of financial services. Other banks are following suit through various distribution channels.
Legal issues – none that I found(?)
Competitors
Main competitors are the large Spanish banks.
The large Spanish banks have the ability to outbid and clog certain distribution channels. For example, in the Alliance channel, larger banks were able to spend more money and take away many of the opportunities to target market from Bankinter. Moreover, these banks could absorb the costs to tailor-make each unique portal necessary for the Alliance sites.
No info on market shares. However, these banks are buying the “virtual real estate” for large sums of money, but there are still areas open. (A “tremendous sum will only net you...
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