The Business Model Canvas Bank Channel Modernization
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Slide 1 - The Business Model CanvasBank Channel Modernization
- Designed for: INSEAD Business Model innovation
- Designed by: Joanna Stoyanova
- Date: 14/4/2015
Slide 2 - Key Partners
- Who are our key partners? Consulting companies, Microsoft and other suppliers (Samsung, Core banking supplier, etc.)
- Who are our key suppliers? Microsoft, HW vendors like Samsung, Lenovo, etc., retail chains.
- Which key resources are we acquiring from partners? Know how, Hardware, software, consulting
- Which key activities do partners perform? Design of the new branches, modernization of the bank’s platforms, hardware supply.
- Motivations for partnerships:
- Optimization and cost reduction, new customer acquisitions, attract new generation.
Slide 3 - Key Activities
- What key activities do our value propositions require? Branch modernization, IT systems integration, hardware refresh, App development, establish key partnerships.
- Our distribution channels? Branch, web, mobile, social.
- Customer relationships? Better customer relationship through innovation and easier communication.
- Revenue streams? More customers, more transactions, more services. The customer can contact the bank through any channel. They can start the transaction from one channel and finish it in another.
- Problem solving
Slide 4 - Value Propositions
- What value do we deliver to the customer? Better customer service, easy communication and transactions, flexible product offerings;
- Which one of our customer’s problems are we helping to solve? Old fashioned services (only in branches). Promote online, mobile and social networks.
- What bundles of products and services are we offering to each customer segment? Flexible pricing based on products used, possibility to acquire tablets and mobile phones at zero interest rate preloaded with mobile banking app.
- Which customer needs are we satisfying? Access the bank services anywhere without the need to go to the bank.
- “Getting the job done”
- Cost reduction
- Risk reduction
Slide 5 - Customer Relationships
- What type of relationship does each of our customer segments expect us to establish and maintain with them? Retain the existing customers and sell more and attract the younger generation using mobile, web, social networks.
- Which ones have we established? Online, mobile partially
- How are they integrated with the rest of our business model? Yes (being innovative bank)
- How costly are they? Moderate
- Personal assistance
- Dedicated personal assistance
- Automated services
Slide 6 - Customer Segments
- For whom are we creating value? Retail (individual customers) mainly and corporate
- Who are our most important customers? Young generation
- Mass market
- Niche market
- Multi-sided platform
Slide 7 - Key Resources
- What key resources do our value propositions require? Physical, intellectual, human and financial.
- Our distribution channels? Branch, web, mobile, social, ATMs
- Customer relationships?
- Revenue streams? Interest, transaction fees.
- Types of resources
- Intellectual (brand patents, copyrights, data)
Slide 8 - Channels
- Through which channels do our customer segments want to be reached? Branch, web, mobile, social
- How are we reaching them now? Web and online
- How are our channels integrated? Not integrated yet. This is the main project.
- Which ones work best? Branch
- Which ones are most cost-efficient? Web, mobile, social.
- How are we integrating them with customer routines? Provide possibility to the customer to make a transaction from any channel. This will enable the customer to access its financial resources from anywhere without the need to go to the branch.
- Channel phases
- How do we raise awareness about our company’s products and services? Different channels like web, social, mobile, ads, etc.
- How do we help customers evaluate our organization’s value proposition?
- How do we allow customers to purchase specific products and services? Through any channel.
- How do we deliver a value proposition to customers?
- After sales
- How do we provide post-purchase customer support? Better customer service.
Slide 9 - Cost Structure
- What are the most important costs inherent in our business model? Fixed costs, operational costs, compliance costs, costs related to new customer acquisition.
- Which key resources are most expensive? Fixed costs
- Which key activities are most expensive? New customer acquisition.
- Is your business more
- Cost driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
- Value driven (focused on value creation, premium value proposition)
- Sample characteristics
- Fixed costs (salaries, rents, utilities) variable costs
- Economies of scale
- Economies of scope
Slide 10 - Revenue Streams
- For what value are our customers really willing to pay? Access their financial assets from anywhere.
- For what do they currently pay? Interest, transaction fees, value add services (insurance, bonds, etc.)
- How are they currently paying?. Usage fees
- How would they prefer to pay? Subscription and transaction fees.
- How much does each revenue stream contribute to overall revenues? Main revenue stream is interest and transaction fees.
- Asset sale
- Usage fee
- Subscription fees
- Brokerage fees
- Fixed pricing
- List price
- Product feature dependent
- Customer segment dependent
- Volume dependent
- Dynamic pricing
- Negotiation (bargaining)
- Yield management
- Designed by: Business Model Foundry AG
- The makers of Business Model Generation and Strategyzer
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