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13 case(s) found.
Ualá’s bold “tech-and-touch” strategy brought 2.7 million new customers – 1 out of 20 people in Argentina – into banking in less than four years (2017-21).
Reference 6677
Published 27 May 2021
Length 10 page(s)
Topic Marketing
Region South America
Industry Financial Services, Banking
Ualá’s bold “tech-and-touch” strategy brought 2.7 million new customers – 1 out of 20 people in Argentina – into banking in less than four years (2017-21).
Isabelle, vice-president of customer loyalty and insight at a big bank, has led the development of a package of new products/services for clients, and a five-minute presentation to explain the offering. In a pilot test, where client managers randomly select walk-in customers and offer to go through the presentation, some agree to listen but others don’t have the time.
Reference 6620
Published 03 Feb 2021
Length 2 page(s)
Topic Operations
Region Global
Industry Financial Services
Isabelle, vice-president of customer loyalty and insight at a big bank, has led the development of a package of new products/services for clients, and a five-minute presentation to explain the offering. In a pilot test, where client managers randomly select walk-in customers and offer to go through the presentation, some agree to listen but others don’t have the time.
With a focus on China’s biggest internet companies, Alibaba and Tencent, the case study describes their respective histories, fintech subsidiaries and platform-based ecosystems.
Reference 6588
Published 22 Jul 2020
Length 35 page(s)
Topic Strategy
Region Asia
Industry Financial Services, Internet, Banking
With a focus on China’s biggest internet companies, Alibaba and Tencent, the case study describes their respective histories, fintech subsidiaries and platform-based ecosystems.
The case describes how three INSEAD alumni founded a fintech company called Prodigy Finance and created a new market of international student loans by solving a long unaddressed problem in the finance industry.
Reference 6523
Published 12 Nov 2019
Length 16 page(s)
Topic Strategy
Region Global
Industry Financial Services
The case describes how three INSEAD alumni founded a fintech company called Prodigy Finance and created a new market of international student loans by solving a long unaddressed problem in the finance industry.
The case focuses on blockchain (and distributed ledger technology or DLT) – a ‘hot’ area of fintech – and on R3 as a fintech consortium that includes some of the world’s largest banks, financial institutions and regulators. R3 started out as a family office in 2014 and evolved into a fintech company focused on the application of distributed ledger technology (DLT).
Reference 6451
Published 23 Jan 2019
Length 14 page(s)
Topic Economics & Finance
Region Asia
Industry Computer Software, Financial Services, Banking
The case focuses on blockchain (and distributed ledger technology or DLT) – a ‘hot’ area of fintech – and on R3 as a fintech consortium that includes some of the world’s largest banks, financial institutions and regulators. R3 started out as a family office in 2014 and evolved into a fintech company focused on the application of distributed ledger technology (DLT).
When Alibaba, China’s leading digital platform and cloud-based services company, fails to acquire the US firm Moneygram, CEO Jack Ma decides to go it alone and develop a digital strategy using blockchain technology as the basis for a global remittance service, GCash, within its cloud services business.
Reference 6442
Published 29 Oct 2018
Length 13 page(s)
Topic Entrepreneurship
Region Asia
Industry Financial Services, Internet
When Alibaba, China’s leading digital platform and cloud-based services company, fails to acquire the US firm Moneygram, CEO Jack Ma decides to go it alone and develop a digital strategy using blockchain technology as the basis for a global remittance service, GCash, within its cloud services business.
The case discusses different steps which Mastercard has followed in its digital transformation journey. They involve opportunity framing, creating innovation pathways, finding digital transformation opportunities, and innovation with partners within adaptive ecosystems.
Reference 6348
Published 26 Feb 2018
Length 11 page(s)
Topic Strategy
Region Global
Industry Financial Services
The case discusses different steps which Mastercard has followed in its digital transformation journey. They involve opportunity framing, creating innovation pathways, finding digital transformation opportunities, and innovation with partners within adaptive ecosystems.
The case discusses different steps which Mastercard has followed in its digital transformation journey. They involve opportunity framing, creating innovation pathways, finding digital transformation opportunities, and innovation with partners within adaptive ecosystems.
Reference 6348
Published 12 Jan 2020
Length 5 page(s)
Topic Strategy
Region Global
Industry Financial Services
The case discusses different steps which Mastercard has followed in its digital transformation journey. They involve opportunity framing, creating innovation pathways, finding digital transformation opportunities, and innovation with partners within adaptive ecosystems.
This case describes how an intrapreneur helped Credit Suisse launch a commercially viable impact investing business in Asia. It specifically details the investment strategy and process for a new impact fund aligning social impact objectives with commercial goals of the bank. It also presents two new investment opportunities needing evaluation.
Reference 6320
Published 28 Aug 2017
Length 19 page(s)
Topic Responsibility
Region Asia
Industry Venture Capital, Private Equity, Financial Services
This case describes how an intrapreneur helped Credit Suisse launch a commercially viable impact investing business in Asia. It specifically details the investment strategy and process for a new impact fund aligning social impact objectives with commercial goals of the bank. It also presents two new investment opportunities needing evaluation.
In the spring of 2011, JPMorgan Chase realised that their synthetic credit portfolio (SCP), which represented less than 1% of the bank’s total assets, had grown to become more than half of the bank’s total risk. An article in the WSJ would soon make it public knowledge that the bank was in a difficult situation.
Reference 6003
Published 24 Mar 2014
Length 18 page(s)
Topic Economics & Finance
Region Global
Industry Financial Services, Banking
In the spring of 2011, JPMorgan Chase realised that their synthetic credit portfolio (SCP), which represented less than 1% of the bank’s total assets, had grown to become more than half of the bank’s total risk. An article in the WSJ would soon make it public knowledge that the bank was in a difficult situation.
After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.
Reference 5713
Published 30 Jan 2012
Length 18 page(s)
Topic Strategy
Region Europe
Industry Financial Services
After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.
Arcelor believes its shares are undervalued and has to decide whether to buy back stock via a repurchase tender offer or via an open market repurchase. Before doing so, it has to value the company to get an estimate of the fair value of the company. It has also to decide whether it can afford the buyback: is the increase in leverage a move to a better capital structure?
Reference 5476
Published 31 Jan 2009
Length 17 page(s)
Topic Economics & Finance
Region Europe
Industry Financial Services, Mining & Metals
Arcelor believes its shares are undervalued and has to decide whether to buy back stock via a repurchase tender offer or via an open market repurchase. Before doing so, it has to value the company to get an estimate of the fair value of the company. It has also to decide whether it can afford the buyback: is the increase in leverage a move to a better capital structure?
