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22518117
The Original Challenger
Descrição
Mind map for all factors relating to storage of fried foodstuffs
Sem etiquetas
food storage
Mapa Mental por
Jon Taylor
, atualizado more than 1 year ago
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Criado por
Jon Taylor
mais de 4 anos atrás
6
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Resumo de Recurso
The Original Challenger
Being different is in our DNA
A history of being first
First UK Bank without Branches
More CMA #1's than any other bank
Text message banking
Headquartered outside London
24/7/365 service, always on service
A strong sense of individual identify, even after 30 years
We've made a success of being different
Loved by Customers in a way no other traditional bank is
One of Britains most loved and respected brands
A reputation for amazing customer service
High levels of customer loyalty
%age of long serving customers
Relatively low levels of customer attrition
Customers already love our digital services (CMA + NPS)
Financially Sound
Still growing
Strong grip of operating costs
Impressive record of continuous customer growth
Resilient profitability against an industry trend of falling profits
Backed by one of the world's largest banks
This is some achievement
The Challenge with Challenge the Challenger
Proposition - What is it?
Entry critera already defined
App-Only
Functional entry barrier
Anotações:
There are certain capabilities we must have to compete
Fast Moving
'Not A Bank'
Need a proposition that differentiates us
A narrative we don't control
Creating differentiation and cut through
It's not easy
Existing banks have a poor track record
Bo (NatWest) Closed
Loot Failed
B (NAB) very slow growth and low customer numbers
Even NeoBanks fail too
N26 withdraws from UK
Fidor withdraws from UK
Already crowded, over 30 neo banks
We lack brand awareness anyway
Good and Bad?
Opportunity for confusion?
Some will think we're a startup, others won't
Gives us more flex than other banks
Existing market is Suprisingly homogenous in both approach and capability
Starling, Monzo, first-mover advantage?
Brand awareness
Eponymous?
Association with App-Only bank
Hard to compete with
Feature footprint very similar across players
What is customer perception of this market? What is it for?
Do consumers just see them as App-Only banks?
Unlikely to see as complex as we do
Discretionary spend management?
We're at our best when we're leading
BAU and Transform at the same time
Anotações:
Analogy of changing a fan belt while the engine is running... used often in banks trying to spin up their own new-bank internally.
Existing business to run and manage
Ensuring sustainability
Existing Customers needs and expectations
Avoiding alienation
Income gives us permission to play
Finding space to build the new business
Conflicting priorities
Funding
Resources
conflicting culture and mindsets
Mothership approach to oversight, funding and management
Continuous demands
Regulatory commitments remain
Side of desk
Critical importance of transition plan
Journey just as important as desinated.
Challenger bank model isn't yet profitable
Used predominantly for Spend Management
Debatable CA primacy
Limited product portfolios
The Way Forwards
Culture
Technology
Proposition
Transformation Management
Op Model
Vision statement needs absolute clarity
Endgame as important as target vision
Transition to new business mode?
Sell / Dispose
Absorb new capabilities
Anotações:
Once the group's innovation and feature capability has been advanced by firstdirect, do we just go back to BAU?
Time limits on the experiment
What is meant by "Challenge the Challenger".
Drive high volume customer growth
Adopt low cost model
Defence mechanism - understand market
Genuine belief we can create a profitable niche
Brand research
We play in areas of trust no other brand does
We've done it before
Seed Innovation across the group
How is success measured?
Can we do it?
We've tried and failed at accelerated transformation before
How do we learn from this experience?
Comfort with failure is culturally important for a new bank
Have we learnt from the past?
Org Design
Culture
Do we think in the right way?
Do we prioritise the right things?
Do we make the right decisions?
Do we have the right experience?
Gap in Digital and Transformation skills
Do we create sustainable change?
Very phone-centric
Focus on channel migration from phone - not-a-phone-bank
Focus should be on creating a digital bank
Operating model
Do we have the right org structure?
Do we have the right skills?
Do we have enough of them
failed to modernise teams and skills
Clear signs we have failed to transform skills and op model as the business has changed
A number of identified key 'hygiene' skills missing
UX
Copy
CRM
Technology
Did we really fail?
Failure is not learning from the mistakes made
Culture dictated we'd failed when we hadn't?
A failure to adopt the right mind set
Technology & Delivery
Legacy Architecture
Environments
Not built for speed
Delivery Teams
Order book funding
Too Rigid
Does not facilitate agile working
Too many compromises
Prioritised across multiple territories
Does not provide adequate sense of fundign security
Prioritised aross multiple business problem
No overarching strategy for transform funding
Funding not ring-fenced to achieve transformational goals
Reg funding always ring-fenced
Does this rreflect elative importances of transformational change
Too long term
Blended rate card makes everything expensive
All quotes in mulitples of 1 Man Year = $180k
Too Slow
Fundng amounts not confirmed until months into financial year
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