CIBP ISWOT14 - Results & Findings

Report

© Shakesteer 2014. A study conducted for CIBP. Researcher: Dr. Fotis Filippopoulos

ISWOT14 Assessment Survey

ISWOT14 International SWOT Assessment Survey

Results & Findings

Shakesteer

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ISWOT14 Assessment Survey Table of Contents.

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Assessing the Basis of Competition

a) Generic Content & Open Text Analysis, b) The Single Point of Failure.

Pages 7 to 12

Segmentation Analysis

Segmentation Analysis of key areas by Country & Role.

Pages 25 to 28

SWOT Assessment Overview

Key Findings & Capability Gaps

Pages 5 & 6

ISWOT14 Introduction

Research Objectives Methodology, Design & Sample

Pages 3 & 4

SWOT Detailed Assessment

a) Basis of Competition, b) Value Proposition, c) Cost / Revenue, d)

Infrastructure, e) Customer / Member Interface, f ) Threats & g) Opportunities.

Pages 13 to 24


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Research Objectives Methodology & Design.

ISWOT14 Assessment Survey Introduction.

95%S. ERROR: ±8.83% RESPONSES: 99 TARGET GROUP: 500 RESPONSE RATE: 20%

CONFIDENCE LEVEL

88ITEMS / QUESTIONS

7COMPETITION VALUE PROPOSITION COST / REVENUE INFRASTRUCTURE RELATIONSHIPS OPPORTUNITIES THREATS

ASSESSMENTS

Assessing in a detailed component level as well as on a quantified and qualitative basis the Internal (Strengths & Weaknesses) and External (Opportunities & Threats) environment of Cooperative (C) and Popular (P) Banking, is crucial in identifying and evaluating the critical factors for growth, stagnation or failure.

This report contains the results of the International SWOT Assessment Survey (ISWOT14) aiming to assist the ISDVI15 (International Strategic dialogue on Value Innovation) team of experts to design a Business Model prototype that has the potential to become the basis of Tomorrow’s C&P banks. The report is deliberately designed in a clean and minimalistic way to provide conveniently accessible information during a fast-paced strategic dialogue (ISDVI15).

A selected group (Purposive Sample) of 500 professionals and members of the sector that conformed the criteria set by the researcher and CIBP, have been asked to complete a highly technical on-line questionnaire consisting of 88 items / questions corresponding to 7 different dimensions / assessments, related to specific to the Business Model and Value Innovation building blocks.

In particular, ISWOT14 includes seven assessments in the areas of: a) Basis of Competition, b) Value Proposition, c) Cost / Revenue, d) Infrastructure, e) Customer / Member Interface, f ) Threats and g) Opportunities.

Dr. Fotis Filippopoulos Director [email protected]

Participation in the survey was voluntary, it was conducted in compliance with the ICC/ESOMAR International Code on Market and Social Research and took approximately 25 minutes to complete. All responses were treated as strictly confidential and reported only in the aggregate.

In total, from the 500 targeted professionals, members and customers, 99 responses were received from individuals in 5 different organisational positions and / or roles, across 27 banks and institutions from 11 countries. This number corresponds to a response rate of 20% that is well above the expected rate of 10% to 15% for an external on-line study with no incentives.

We are grateful to all individuals who participated in ISWOT14 and indeed for the insights, ideas, experience and knowledge that they shared with us. With their participation, great insights have emerged that are essential for our study entitled "Designing tomorrow’s Cooperative & Popular Banks”. The study will be presented during the 29th CIBP Congress on "Innovation for Strengthening Popular and Cooperative Banks" that will take place on 19 and 20 October 2015 in Rio de Janeiro. Thank you.

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95%ALPHA: 0.05 RESPONSES: 99 TARGET GROUP: 500 RESPONSE RATE: 20%

CONFIDENCE LEVEL

ISWOT14 Assessment Survey The Sample.

In total, 500 individuals that conformed the criteria set by the researcher and CIBP (purposive sample), have been targeted and contacted to participate in the study (ISWOT14).

Overall, 99 responses were received from individuals in 5 different organisational positions and / or roles, across 27 banks and institutions from 11 countries. The survey’s results are subject to a margin of error of ±8.83% at a 95% confidence level, and the significance level (alpha - a) has been pre-set at 0.05.

Participants’ Origin Institution & Roles. 11 Countries.

Argentina 4% Austria 9% Belgium 12% Brazil 5% Canada 4% France 14% Germany 9% Italy 25% Morocco 14% Netherlands 3% USA 1%

Participants’ Roles.

• ADG • Assopopolari & Italian Popular Banks • Banca Etruria • Banca Popolare di Cividale • Banca Popolare del Frusinate • Banca Popolare di Puglia Basilicata • Banca Valsabbina • Banco Credicoop • Bancoob - Sicoob • Banque Centrale Populaire du Maroc • Banque Populaire de Marrakech • BPCE • CIBP • CPH Banque • Creval Group [Gruppo Credito Valtellinese] • Desjardins • DZ BANK AG • FNBP • ICBPI • Informatique Banques Populaires • NewB • Nova Scotia Credit Unions • Oklahoma Credit Union • Rabobank • UBI Banca • Volksbank • WGZ BANK

27 Banks & Institutions.

7% Customers

13% Members

19% Elected

Managers

16% Board

Members

45% Employees

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Classification DescriptionValue Propositions • Partners could complement the VPs.Costs & Revenue • Generation of recurring revenues by

introducing novel services. • Better integration of services. • Replacement of one-time transaction

revenues with recurring revenues. • Cross-selling opportunities either

internally or with partners.

Infrastructure • Standardisation of some Key Activities • Greater collaboration with partners could

help C&P banks focus more on core business.

• Novel or existing partner Channels could help C&P banks better reach customers / members.

• Better integration of Channels. • C&P banks could better align Channels

with customer / member segments.Customer / Member Interface

• Customers /members could be better served through finer segmentation.

• Potential to improve customer / member follow up.

Classification Description

Value Propositions • NACosts & Revenue • C&P banks do not benefit from strong

margins. • C&P banks generally do not collect

revenues before expenses are incurred. • Pricing mechanisms do not capture full

willingness to pay • Operations are not cost efficient. • The Cost Structure is not correctly

matched to the business model. Infrastructure • Key Resources are not difficult for

competitors to replicate. • Key Activities are not difficult to copy. • Balance of in-house versus outsourced

execution is not ideal. • Key Resources are not deployed in right

amount at the right time. Customer / Member Interface

• Relationships do not bind customers/members through high switching costs.


Value Propositions • Value Propositions (VPs) are well aligned with customer/member needs.

• VPs have strong network effects.

Costs & Revenue • Predictable costs.Infrastructure • Focused & work with partners when

necessary. • Good working relationships with Key

Partners.

Customer / Member Interface

• The rate of customers/members who cut ties with the services & or bank is low.

• Continuous acquisition of new customers / members.

• Channel reach is strong among customers / members.

• Customers / members can easily see the channels.

• Strong Customer/Member relationships. • Strong brand.

S.W.O.T

SWOT Assessment Key Findings.

3.51SD: 2.53 DIMENSION 1

Internal Environment Major Strengths (>8)

STAR RATING Internal Environment Major Weaknesses (<6.9)

External Environment Major Opportunities (>8)

External Environment Major Threats (>8)

MEAN: 3.74 SD: 0.86

MEAN: 2.99 SD: 0.85

MEAN: 3.87 SD: 0.95

MEAN: 3.45 SD: 1.03


Value Propositions • There are substitute products & services available.

Costs & Revenue • Competitors threaten the margins. • Competitors are threatening the market

share.

Infrastructure • The quality of resources is threatened. • The quality of activities is threatened. • Competitors threaten the channels. • Channels are in danger of becoming

irrelevant to customers / members.

Customer / Member Interface

• Some customer relationships are in danger of deteriorating.

• Relationships do not bind customers / members through high switching costs.

Column Variables < 0.05, correlated

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Strenghts

In this section, all items and dimensions included in ISWOT14 are consolidated and quantified to produce practical and actionable data related to the assessments of the Basis of Competition, Value Propositions, Costs / Revenues, Infrastructure, Customer / Member Interface, Threats and Opportunities. Through Differential Analysis an overall SWOT score is produced, deriving from the quantification of (S) Strengths, (W) Weaknesses, (O) Opportunities and (T) Threats, in order to identify and measure the “Current Position” and capability gaps of C&P banks Business Model.

In contrast to classical SWOT analysis that is based on largely subjective techniques that fail to quantify the level / status of the “current position” of a given “system” and for each of the four elements, here units of measurement were obtained from a Likert-type 10-point scale with fixed choice response formats, corresponding to the level of agreement or disagreement with the supplied statements [from (1) low to (10) high]. The “position” refers to the present SWOT status of the C&P banking Business Model.

To calculate the “Current Position” (ΦS) the following formula was applied: ΦS = (S – W) + (O – T). Surprisingly, analysis produced a near zero (2.56) overall SWOT score (out of an unrealistically maximum score of 20), across the four elements indicating that participants do not perceive the “current status” of C&P banking Business Model as being neither Strong or Weak. A low SWOT score (2.56) may also indicate that the “current” Business Model provides a limited capacity to C&P banks to exploit the plethora of Opportunities (8.16) in the market.

SWOT Overall Score Capability Gaps.

2.56SD: 2.72

Calculating the Current Position. ΦS = (S – W) + (O – T)

WEIGHTED SWOT SCORE

7.46

Opportunities ThreatsWeaknesses

Capability surplus

Capability surplus

Opportunity surplus

SD: 2.59 SD: 2.83

6.33SD: 2.69

8.16SD: 2.77

6.73

Moreover, although the Strengths (7.46) outweigh the Weaknesses (6.33), that is an indicator of a “Capability surplus” also shown in the relatively high Infrastructure assessment (7.32) and Customer / Member Interface (7.77) scores, however, the near equal distance between Strengths and Opportunities (0.7) and Strengths and Threats (0.73) is also an indication of a Business Model that does not provide high levels of competitiveness and protection from the competition and especially from new non-bank entrants with innovative Business Models and Value Propositions to could attack the system from below and inevitably change the industry and in their favour.

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Generic Content & Open Text Analysis.

Assessing the Basis of Competition.

9KEY AREAS

562KEY ITEMS

830TOTAL RESPONSES

Apart from the fixed choice response formats, the ISWOT14 also included a set of open ended / text questions with the intent to provide qualitative insights related to key areas / elements of the C&P banking business model. In this section to assess the Basis of Competition of C&B banking 9 open ended questions / dimensions were employed to generate a total of 830 responses (constructs), from the 99 participants in the study.

Specifically, these areas include: a) an assessment of the Basis of Competition (Q.1), b) insights regarding the elements that participants think must change immediately in the sector (Q.2), c) the identification of the “Single Point of Failure” (Q.3, Q.4 & Q.5), d) the key Problems (Q.6) and e) key Cost elements (Q.7), f ) the identification of the Key Factors for Success (Q.8) and finally g) insights on relevant, adjacent or entirely different to C&P banking industries / applications (Q.9) that could provide inspiration on possible future trajectories during the strategic dialogue (ISDVI15).

The points of distinctions over multiple responses formed the dimensions of each of these key areas and their sub-components / dimensions, upon which the elements / statements were evaluated and responses were generated. The resulting data was placed in a C x E matrix, where C equals the number of constructs or rows and E equals the number of elements. The results provide evidence of strong unifying themes in participants’ responses that were analysed in terms of frequency of occurrence. More specifically, the core categorisation procedure of the responses in this section, resulted in 38 distinct and key elements with 562 corresponding items or responses.

Specifically, in Q.1 participants were asked to identify the 8 key competitive factors that “currently” characterise C&P banking in order to include these as such in the Value Profiling process during the strategic dialogue (ISDVI15). Analysis showed that the following competitive factors are considered as the most important in descending order, namely: 1) Customer / Member Acquisition & Relationship Management (75 or 25,5% of responses in this question), 2) Locality / Proximity and Branch network (55 or 18,7%), 3) Brand & Brand Values (Trust, Transparency, Honesty, Solidarity) (45 or 15,3%), 4) Decision Effectiveness & Democratic Governance (39 or 13,3%), 5) Product / Service Mix & Quality Management (24 or 8,1%), 6) Information Technology & New Technologies (18 or 6,1%), 7) Price of Products & Services (10 or 3,4%) and 8) Talent Development & HR Management (8 or 2,7%).

The second dimension, referring to the 3 key elements that participants think that must change immediately in the sector (Q.2) generated 41 responses, corresponding to 4 key elements that include 26 responses (63.4% of 41 responses) in the areas of Operations Management, Service mix, Governance and Human Resources, reflecting: a) Faster, more Efficient / Effective Operations & Process Optimisation Management (8), b) Integration, Personalisation & Diversification of Products / Services & Systems (8), c) Improvement of decision effectiveness & Governance (5) and d) Talent Development, HR Management & opportunities for better education in Finance (5).

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The third dimension, referring to the identification of the “Single Point of Failure” (Q.3, Q.4 and Q.5) or SPF, generated 155 responses, corresponding to 8 main emergent sub-categories (87 or 56,1% of 155 responses) that relate to the part of the system that, if it fails, will stop the entire system from working, from the business / user / member and brand combined perspectives. Results showed that among other fundamental SPFs in the C&P banking system, like IT / Technology (10 or 11,4% of 87 responses), Liquidity (5), Customer / Member Relationships (5), Proximity (9) and Credit provision (7), the loss of Trust and Credibility (20 or 22,9% of responses), the loss of Values, ethics, reputation and Brand (16 or 18,3%) and a decline in Service Quality and Expertise (15 or 17,2%) where found to be the most integrated (overlapping) SPFs across all 3 perspectives, thereby the most important ones.

The fourth dimension related to the 3 biggest problems that Cooperative and Popular Banking faces (Q.6) includes 132 responses reflecting 4 key emergent sub-categories (50 or 37,8% of 132 responses) in the areas of: a) Competition on a large scale and from non-bank players (16 or 32% of 50 responses), b) strict regulations & misunderstanding of the cooperative sector (especially by the government) (12 or 24%), c) lack of innovation in Products, Services & Business Model (11 or 22%) and d) Challenges deriving from Information and technology progress and digitalisation (11 or 22%).

Moving on, in the fifth dimension (Q.7), participants also identified the 3 key elements of the business that contribute the most to the overall Cost structure(96 responses) related to Human Capital, Technology and Network.

These 3 key cost-generation elements (53 or 55,2% of 96 responses) correspond to: a) Human resources (21 or 39,6% of 53 responses in this category), b) Information systems and Technology costs (17 or 32%) and c) Local presence / Proximity / Branch network costs (15 or 28,3%). In suggesting ideas / concepts on what shall be the basis of future success for C&P banks (Q.8 - sixth dimension), participants produced 72 ideas corresponding to 4 main categories or dimensions (39 of 72 responses) related to Technology, Corporate Values, Service Quality, and Relationship Management. Specifically, the key sub-dimensions include: a) Customer / Member Acquisition, Relationship & Knowledge Management / Proximity & Close contact (20 of 39 responses), b) Preservation of cooperative values (7), c) Service quality (6) and d) Investment in Information Technology & other new related technologies (6).

Finally, the seventh dimension, referring to the assessment of the “Basis of Competition”, related to suggestions about non-competitive or non-directly related industries whose value offerings; Business Model and competitive parameters could be used as a source of inspiration by the ISDVI15 team to develop entirely novel Value Propositions for the C&P banking sector (Q.9) includes 41 responses, reflecting 3 related and non-related industries (33 responses) in the areas of Information Technology & New Technologies, Crowd sourcing and various Platform providers like: a) Google’s and social media (Facebook, twitter) business models (17 of 33 responses), b) Micro financing model and Crowdfunding / Crowd sourcing Model (10) and c) Apple “like” (Platform provision, i.e Apple Pay services NFC) (6).

Generic Content & Open Text Analysis.


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Category Frequency

Faster, more Efficient / Effective Operations & Process Optimisation Management 8

Integration, Personalisation & Diversification of Products / Services & Systems 8

Improve decision effectiveness & Governance 5

Talent Development, HR Management & Finance Education 5

Need for stronger marketing / brand strategy (Communication about differentiators) 4

Greater adaptation of Information Technology & New Technologies 4

Greater collaboration amongst members 2

Greater & more efficient use of social media 2

New regulation for cooperatives (eu-law for cooperatives) 2

More focus on sustainable practices 2

Develop & Deliver Values that are more appealing to younger people 2

Increase local initiatives 2

Stop imitating capitalist banks 2

Adapting the rules taylor made for joint stock companies to a cooperative environment 1

Constant Comparison & Market monitoring 1

OmniChannel development 1

Not to relocate activities 1

Invest in transparency 1

Branch network 1

General conditions of loans 1

Strengthen the international network to support the corporate customers

1

Total 41

Q2. When it comes to Cooperative and Popular Banking what are the 3 key elements of the sector, you think must change immediately?


Key Competitive Factors in C&P Banking.

What Participants Think Must Change Immediately.

Q1. In your view, what are the 8 key competitive factors in Cooperative and Popular Banking?

Category Frequency

Customer / Member Acquisition, Relationship & Knowledge Management 75

Locality / Proximity & Branch network 55

Brand & Brand Values 45

Decision Effectiveness & Democratic Governance 39

Product / Service Mix & Quality Management 24

Information Technology & New Technologies 18

Price of Products & Services 10

Talent Development & HR Management 8

Channel Management 7

Credit Monitoring & Risk Management 7

Regulations 5

Total 293

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155RESPONSESIdentifying the Single

Point of Failure.

The “Single Point of Failure” or SPF is a new concept and an integral part of the Total Value Innovation (TVI) methodology that will be applied during the ISDVI15. The SPF is the part of the system that, if it fails, will stop the entire system from working. The SPF helps participants to identify, understand and develop protective measures against the combination of parameters that could lead to a systemic critical failure. To provide a holistic SPF analysis the business / user / member and brand perspectives should be considered and combined. The more integrated an SPF element is across the 3 perspectives the more important it is.


Q3. From the business perspective, which part of the system, if it fails, will stop the entire system from working?

Q4. From the user / member perspective, which part of the system, if it fails, will stop the entire system from working?

Q5. From the brand’s perspective, which part of the system, if it fails, will stop the entire system from working?

Category Frequency

IT / Technology 10

Liquidity 5

The values, reputation / brand 5

Relationships with Members 5

Trust 5

Governance / Loosing the democracy 2

Customer deposits 2

Retail banking 1

Attraction of new financial resources 1

Confidence 1

interest rate mechanism 1

law and regulation 1

Loss of Expertise 1

Loss of Proximity 1Big corporate credit risks and default of government bonds. 1

Recession hitting the real economy 1

Decay of families 1

Cost structure 1

Associated growth 1

Total 46

Category Frequency

Service Quality and expertise 9

Proximity 9

Granting Credit 7

Trust and Credibility 6

Customer Satisfaction and Loyatly 5

Performance 4

Information systems / Technology 3

The values, ethics and brand of the institution 3

Speculation and lack of reinvestment 2

Non-innovative products and lack of competitiveness 2

High Prices 2

Accessibility 1

Confidentiality 1

Democratic participation in decision making process 1

Management of savings 1

Self Responsibility 1

Payment Services 1

Total 58

Category Frequency

Loss of the values, ethics, reputation and brand 11

Trust and Credibility 9

Service Quality and expertise 6

Keep Promises 4

loss of confidence 3

Financing SME needs 3

Brand differentiation 2

Proximity 2

Loss of Autonomy (albeit partial 1

Loss of authenticity 1

Confidentiality 1

Brand inconsistency 1

lack of strategic vision of cooperatives 1

Lack of territorial strategy 1

Notoriety 1

Popularity 1

Brand Update 1

Partnerships 1

Not updated IT / Technology 1

Total 51

Business Perspective

Member Perspective

Brand Perspective/

IT / Technology

Loss of the values, ethics, reputation

& brand

Liquidity Customer / Member Relationships

Trust & Credibility Service Quality & Expertise

Proximity Granting Credit

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Category Frequency

Competition on a large scale and non-bank players 16Strict Regulations & misunderstanding of the cooperative sector (especially by the government) 12

Lack of Innovation ( Products / Services / Business Model) 11

Information and technology progress / Digitalisation 11

Operational costs vs. efficiency (Cost Structure) 8

Demographic development affecting customer base 7

Recovery of the confidence and trust of the client 5

Governance and Resistance to change 5

Limited investment in marketing 5

International presence and NPLs 4

Access to capital 4

Lack of Knowledge on C&P Banking Business Model 3

Low margins 3

Members’ declining participation 3The incapacity to communicate the advantages of our business model 3

Corporate Culture and Staff adherence to the values of the cooperative 3

Lack of responsiveness and inability to follow new customer needs 2

Management of growth and development 2

Loss of identity 2

Reorganise the business on the retail market 2

Intermediary certification 2

Notoriety 2

Access to new and / or younger customer groups 2

Loss of focus on core business 2

High Taxation 1

Declining member influence 1

Lack of differentiation 1

Increasing willingness to change bank by customers 1

Brand Update 1

Oversised foreign investment banks 1

Management of impaired loans 1

Globalisation 1


Distribution channels 1

Pricing 1

Difficulty in the corrections of high credits 1

Monitoring of investments abroad 1

Total 132

Q7. What 3 elements of the business contribute the most to the overall cost?


Identifying the Problems that C&P banks Face.

Identifying the Key Cost Elements.

Q6. What are the 3 biggest problems that Cooperative and Popular Banking faces?

Category Frequency

Human resources 21

Information systems / Technology costs 17

Local presence / Proximity / Branch network 15

Corporate / infrastructure costs 7

Regulation compliance costs 7

Network maintenance and management costs 4

Channel costs 2

Cost of Risk 2

Cost of Resources 2

Logistical costs 2

Taxation 2

Free customer one to one services 2

Dying members 2

Cost of money 2

Back office operations for regulatory reporting 1

Compliance costs and supervisory costs 1

Investments 1

Marketing offers 1

Refinancing costs 1

Losses 1

Bureaucracy 1

Bank Levies 1

Adjustments to loans 1

Total 96

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Q9. Name one (or more) non-competitive or non-directly related industry whose value offerings; Business Model and competitive parameters could help us develop entirely novel Value Propositions for the Cooperative and Popular Banking sector.


Identifying the Key Factors for Success.

Drawing Inspiration from other Industries.

Q8. What do you believe the future success of our business is going to be based on?

Category Frequency

Customer / Member Acquisition, Relationship & Knowledge Management / Proximity & Close contact 20

Preservation of cooperative values 7

Service quality 6

Investment in Information Technology & New Technologies 6

Integration, Personalisation & Diversification of Products / Services & Systems 4


Innovation of Products / Services / Business Model 4

Strategic Differentiation 3

Restoration of public confidence and trust 3

Multichannels 3

Services for internationalisation of SMEs 2

Democratic governance and change management 2

Involvement in sustainability 1

Focus on SME Customers 1

Digital Bank 1

Regulator’s support and understanding 1

Flexibility 1

Partners 1

Strong Marketing 1


Total 72

Category Frequency

Information Technology & New Technologies (Google, and social media (Facebook, twitter) model 17

Micro financing model and Crowdfunding / Crowd sourcing Model 10

Apple (Platform provider - Apple Pay services NFC) 6

Paypal 2

Amazon 2

Starbucks Coffee with atractive meeting-point for his customers 1

Membership programs (especially from airlines!) 1

Netflix 1

Telecommunications 1

Total 41

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Value Proposition (VP) Assessment.

The assessment of Value Propositions refers to the service and product mix that creates Value for the customers and members of C&P banks. This assessment consists of 3 key items related to a) the level of alignment of the Value Propositions (VP) with customer / Member needs (Q.10), b) The network effects of the VPs offered (Q.11) and c) The synergies between the service mix (Q.12).

Analysis produced an overall score of 7.88 indicating that C&P banking offers high levels of Value to the customers / members that is well aligned with their needs and with strong network effects but with moderate synergies within the service mix.

To better understand what is driving the summary results, the trends and patterns and how the key (categorical) variables are related to each other and the significance of their association, Cross-tabulations (CT) were performed throughout ISWOT14. On that basis only the Chi-square values (alpha) that were statistically significant at p < 0,05 ("cutoff" point) are included in the report.

Specifically, here CT was applied to see if there is a relationship between the level of alignment of VPs with Customer / Member needs (Q.10) and the level of alignment of the Brand with the Business Model (BM) and VPs (Q.48). The CT analysis indicated that with a p-Value of 0,0032 [Chi-square values (alpha) were statistically significant at 0.05] there is a significant association between these two variables.


The Value Offered to the Customers & Members.

WEIGHTED MEAN

8.14

SD: 2.3

7.4

SD: 2.5

8.1

SD: 2.8

Q10. Our VPs are well aligned with customer / member needs.

Q11. Our Value Propositions have strong network effects.

Q12. There are strong synergies between our services.

Min: 3 Min: 1 Min: 2

Major Strengths

Minor Strengths

Thus, the null hypothesis, that there is no link between VP, Brand and BM alignment in the current state of the C&P banks BM, is rejected. Additionally, the two categories of: a) the existence of strong synergies between the services (Q.12) and b) the opportunity to generate recurring revenues by introducing novel services (Q.67) were also found to be strongly correlated (p-Value: 0,0004), reinforcing the evidence provided by the research that further integration of services and the introduction of new ones constitute major opportunities for growth in C&P banking.

1 / Entirely Disagree

5 / Neither Agree or Disagree

10 / Entirely Agree

Major Strengths

Minor Strengths

> 8

> 7

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7.2Q19. We charge for what customers / members are really willing to pay for.

Min: 2 | SD: 3

6.9Q20. Our pricing mechanisms capture full willingness to pay.

Min: 2 | SD: 2.5

8.0Q21. Our costs are predictable.

Min: 2 | SD: 2.5

6.2Q22. Our Cost Structure is correctly matched to our business model.

Min: 2 | SD: 3

6.4Q23. Our operations are cost efficient.

Min: 1 | SD: 2.8

7.1Q14. Our revenues are predictable.

Min: 2 | SD: 2.7

7.4Q15. We have recurring Revenue Streams & frequent repeat purchases / transactions.

Min: 1 | SD: 2.5

7.2Q16. Our Revenue Streams are diversified.

Min: 2 | SD: 2.9

7.4Q17. Our Revenue Streams are sustainable.

Min: 2 | SD: 2.9

6.0Q18. We collect revenues before we incur expenses.

Min: 1 | SD: 2.8

5.7Q13. We benefit from strong margins.

Min: 1 | SD: 2.9

7.0Q24. We benefit from economies of scale.

Min: 2 | SD: 2.8

Cost / Revenue Assessment.

The Cost / Revenue assessment describes the Strengths and Weaknesses related to the Cost structure referring to the costs incurred to operate the current C&P banking business model and the Revenue structure referring to the way C&P banks capture value in relation to customers’ / members’ willingness to pay for the Value offered.

Analysis produced an overall low score of 6.87, indicating that the current Cost / Revenue structure is not competitive, with low margins (5.7), limited ability to collect revenues before any expenses are incurred (6.0), pricing mechanisms that do not capture full willingness to pay (6.9), a Cost structure that is not correctly matched to the business model (6.2) and operations that could be more cost efficient (6.4). The analysis also showed that the only major strength in this category is the predictably of costs (8.0).

Margins, Pricing Mechanisms Costs & Predicability.


WEIGHTED MEAN

Major Strengths

Minor Strengths

Weaknesses



10 / Entirely Agree

Major Strengths

Minor Strengths

> 8

> 7

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Infrastructure Assessment.


Resources, Activities Operations & Partners.

WEIGHTED MEAN

7.6Q31. Our key activities and operations are scalable.

Min: 1 | SD: 2.3

7.4Q32. Our Activities and Operations are in line with the growth needs and size of our business.

Min: 2 | SD: 2.4

7.7Q33. Execution quality is high.

Min: 2 | SD: 2.4

6.5Q34. Balance of in-house versus outsourced execution is ideal.

Min: 2 | SD: 2.6

8.2Q35. We are focused and work with partners when necessary.

Min: 2 | SD: 2.6

7.8Q26. Our Resource needs are predictable.

Min: 2 | SD: 2.5

6.6Q27. We deploy Key Resources in right amount at the right time.

Min: 2 | SD: 2.7

7.3Q28. We efficiently execute Key Activities.

Min: 2 | SD: 2.6

6.2Q29. Our Key Activities are difficult to copy.

Min: 1 | SD: 3.2

7.0Q30. Our key activities and operations are interconnected and supportive of each other.

Min: 2 | SD: 2.3

6.9Q25. Our Key Resources are difficult for competitors to replicate.

Min: 2 | SD: 3.2

8.7Q36. We enjoy good working relationships with our Key Partners.

Min: 1 | SD: 2.6

The Infrastructure assessment includes the Resources, Activities and Partnerships (network) required to deliver the Value Propositions to the Customers / Members, whilst achieving operational efficiency.

With a relatively high score (7.32) the “current” position of the C&P banking business model appears to be “operations centric” with special emphasis on execution quality (7.7), focus on the core business (8.2) and in maintaining good working relationships with the key partners (8.7).

However, analysis showed that in this dimension the current C&P business model is not able to protect the banks from Resource (6.9) and Activity (6.2) replication by the competitors.

Major Strengths

Minor StrengthsWeaknesses & Threats



10 / Entirely Agree

Major Strengths

Minor Strengths

> 8

> 7

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7.5Q43. Channels are well matched to Customer / Member segments.

Min: 3 | SD: 2.6

9.1Q44. We enjoy strong Customer / Member relationships.

Min: 1 | SD: 2.6

7.9Q45. Relationship quality correctly matches Customer / Member Segments.

Min: 1 | SD: 2.6

5.76Q46. Our Relationships bind customers / members through high switching costs.

Min: 1 | SD: 2.8

9.3Q47. Our brand is strong.

Min: 2 | SD: 2.6

7.6Q38. Our Channels are very effective.

Min: 3 | SD: 2.6

8.0Q39. Channel reach is strong among customers /members.

Min: 3 | SD: 2.6

8.0Q40. Customers / members can easily see our channels.

Min: 2 | SD: 2.6

7.2Q41. Channels are strongly integrated.

Min: 1 | SD: 2.8

7.3Q42. Channels provide economies of scope.

Min: 2 | SD: 2.6

7.1Q37. Our Channels are very efficient.

Min: 2 | SD: 2.8

7.8Q48. Our brand is well aligned with our Business Model and Value Propositions.

Min: 2 | SD: 2.7

8.2

SD: 2.9

8.4

SD: 2.9

7.5

SD: 2.8

29. The rate of customers / members who cut ties with our service and / or bank is low.

30. Our customer /member base is well segmented.

31. We are continuously acquiring new customers/members.

Min: 2 Min: 2 Min: 2

The Customer / Member interface appears to be one of the key Strengths (7.77) of the current C&P banking business model, with low churn rates (8.2), continuous new customer acquisition (8.4), exceptionally strong brand (9.3) and strong channel reach (8.0), channel visibility (8.0) and relationships (9.1) with customers / members, being amongst the key major strengths.

However, one of the key findings of ISWOT14 is the major Weakness as well as Threat of the inability of the current relationship framework to bind customers / members with high switching costs (5.76). Moreover, Cross Tabulation was used to investigate the significance of association among key variables in this category. Specifically analysis showed that three strongly correlated areas include: a) level of Channel integration (Q.41) and competitors threatening the Channels (Q.64) (p- Value: 0,0003), b) Channel effectiveness (Q.38) and danger of Channels becoming irrelevant to Customers / Members (Q.65) (p- Value: 0,0056) and c) level of Channel integration (Q.41) and danger of Channels becoming irrelevant to Customers / Members (Q.65) (p- Value: 0,0298).

Channels, Relationships & Brand Strength.7.77

SD: 2.58 DIMENSION 4

WEIGHTED MEAN

Customer / Member Interface Assessment.

Major Strengths

Minor Strengths

Weaknesses



10 / Entirely Agree

Major Strengths

Minor Strengths

> 8

> 7

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Assessment of Threats.


How the External Forces Influence C&P Banking.

WEIGHTED MEAN

This dimension of ISWOT14 looks at Threats specific to the business model innovation building blocks as these will be included in the TVI process during the strategic dialogue on Value Innovation (ISDVI15). Specifically, analysis showed that on the whole, Threats with a low score of 6.72 are perceived the lesser part of the problem with major Threats mainly coming from substitute products and services (8.4) and competitors threatening the margins (8.5), market share (8.1) and channels (79.3% agree). All in all, these results and despite the overall positively low score, indicate that the industry operates in a Red Ocean and that there is a justified need for C&P banks to pursue Value and Business Model Innovation.

5.1Q55. We are in danger of losing any partners.

Min: 1 | SD: 2.6

6.6Q56. Our partners might collaborate with competitors.

Min: 1 | SD: 2.7

5.6Q57. We are highly dependent on certain partners.

Min: 1 | SD: 2.5

7.5Q58. Our market could become even more saturated in the near future.

Min: 1 | SD: 3.2

8.1Q59. Competitors are threatening our market share.

Min: 2 | SD: 2.7

6.86Q50. Competitors are likely to offer better price or value.

Min: 1 | SD: 2.9

8.5Q51. Competitors threaten our margins.

Min: 2 | SD: 2.8

7.3Q52. Technology threatens our margins.

Min: 1 | SD: 3.3

6.7Q53. We depend excessively on one or more Revenue Streams.

Min: 1 | SD: 2.9

6.0Q54. We could face a disruption in the supply of certain resources.

Min: 1 | SD: 2.2

8.4Q49. There are substitute products & services available.

Min: 1 | SD: 2.8

5.8Q60. How likely are customers/members to defect?

Min: 1 | SD: 2.5

5.0Q61. How quickly will competition in our market intensify?

Min: 1 | SD: 2.9

Yes

No

Don't Know 25%

33.7%

41.3%

Q62. Is the quality of our resources threatened in any way?

Yes

No

Don't Know 15.4%

33.3%

51.3%

Q63. Is the quality of our activities threatened in any way?

Yes

No

Don't Know 1.2%

19.5%

79.3%

Q64. Do competitors threaten our channels?

Yes

No

Don't Know 13.4%

37.8%

48.8%

Q65. Are our Channels in danger of becoming irrelevant to customers / members?

Yes

No

Don't Know 13.4%

32.9%

53.7%

Q66. Are any of Customer Relationships in danger of deteriorating?

Major Threats

Minor ThreatsStrengths & Opportunities



10 / Entirely Agree

Major Threats

Minor Threats

> 8

> 7

Strengths & Opportunities< 7

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The assessment of Opportunities also looks at specific to the business model innovation building blocks as these will be included in the TVI process during the strategic dialogue on Value Innovation (ISDVI15). It appears clear that there is a plethora of Opportunities (8.16) that C&P banks could exploit and also provide a source of inspiration for Value Innovation, improvement and renewal. Major Opportunities include the generation of recurring revenues by the introduction of novel services (8.52), the standardisation of some key activities (8.7), the greater collaboration with partners (8.1) and better customer / member service through a finer segmentation (8.0).

How the External Forces Influence C&P Banking.8.16

SD: 2.69 DIMENSION 6

WEIGHTED MEAN

Assessment of Opportunities.

7.5Q68. We could use less costly resources to achieve the same result.

Min: 1 | SD: 2.8

8.7Q69. We could standardise some Key Activities.

Min: 1 | SD: 2.5

8.1Q70. Greater collaboration with partners could help us focus on our core business.

Min: 1 | SD: 2.7

8.0Q71. We could better serve our customers /members through finer segmentation.

Min: 1 | SD: 2.9

8.52Q67. We could generate recurring revenues by introducing novel services.

Min: 1 | SD: 2.6

Yes No Don't Know Yes No Don't Know Yes No Don't Know Yes No Don't Know Yes No Don't Know

8.9% 10.1%

81%

16.2%

42.5% 41.3%

8.6% 2.5%

88.9%

29.6% 16.1%

54.3%

2.5%

97.5%

Q72. Could we better integrate our services?

Q73. Can we replace one -time transaction revenues with recurring revenues?

Q74. Do we have cross -selling opportunities either internally or with partners?

Q75. Can we increase prices for our services?

Q76. Could partner Channels help us better reach customers / members?

Q77. Could partners complement our Value Proposition?

Q78. Could we integrate our Channels better?

Q79. Could we find new complementary partner Channels?

Q80. Could we better align Channels with customer/member segments?

Q81. Is there potential to improve customer / member follow up?

Yes No Don't Know Yes No Don't Know Yes No Don't Know Yes No Don't Know Yes No Don't Know

10%

90%

11.2% 2.5%

86.3%

11.4% 2.5%

86.1%

5.1% 2.5%

92.4%

10.1% 10.1%

79.8%

Major Opp/ties

Minor Opp/ties



10 / Entirely Agree

Major Strengths

Minor Strengths

> 8

> 7

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Generic Content & Differential Analysis.

Open Text Analysis.

7KEY AREAS

43KEY ITEMS

451TOTAL RESPONSES

In this section, 7 open ended questions were employed to generate a total of 451 responses (constructs), from the 99 participants in the study. Specifically, these areas include: a) Identification of potential Bottlenecks (Q.82), b) Revenue Stream sustainability (Q.83), c) Predictability of Costs (Q.84), d) Potential disruption of Key Activities (Q.85), e) Ways to improve Channel Efficiency (Q.86), f ) Satisfaction of additional Customer / Member needs (Q.87), and g) Ways to tighten relationships with Customers / Members (Q.88).

The results provide evidence of strong unifying themes in participants’ responses that were analysed in terms of frequency of occurrence. More specifically, the core categorisation procedure of the responses resulted in 43 distinct and key elements and 274 corresponding items or responses.

In particular, the first dimension, referring to the identification of key potential Bottlenecks (Q.82) in the system, includes 64 responses, consisting of 7 main emergent sub-categories (51 or 79,6% of 64 responses) related to Finance and Credit Risk, Customer/ Member Service, Governance and Technology, reflecting in descending order: a) Credit decision making process / Loans (18 or 35,2% of 51 responses in this category), b) IT / Information systems / Digital capabilities (8), c) Credit Risk Assessment (including SME’s (7), d) Responsiveness to client needs (6), e) Governance / Decision making & strategy implementation (4), f ) Retail Business (4) and g) International / domestic Money Transfers (4).

The second dimension, referring to Revenue Stream sustainability (Q.83) includes 50 responses, related to 5 key elements (23 or 46% of 50 responses) in the areas of Fees / Revenues and Margins under threat of extinction, namely a) Transaction fees (5), b) Account fees (5), c) Interests margin (5), d) Revenue from payment services (5) and e) Commission fees (3).

The third dimension referring to the Costs that threaten to become unpredictable (Q.84) includes 68 responses corresponding to 6 main emergent sub-categories (39 or 57,3% of 68 responses) reflecting: a) Information systems / Investments in Technology (9), b) Rules and regulations compliance costs (7), c) Branches and real estate cost of “network" (6), d) Taxation (6), e) Credit Risk associated costs (6) and f ) Costs for legal advice (5).

Moving on, the fourth dimension, referring to the potential disruption of Key Activities (Q.85), includes 59 responses, consisting of 5 main emergent sub-categories (26 or 44% of 59 responses) related to Finance, Services, Human Resource Management and key Activities, reflecting in descending order: a) Receipts / Payment services and handling (9), b) Services in branches / branch network (8), c) Battle for talent / Human capital (3), d) SMEs financing (3) and e) Outsourcing of activities like administration, accounting & IT (3).

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Generic Content & Differential Analysis.

Open Text Analysis.

In suggesting ways to improve channel efficiency or effectiveness (Q.86 - fifth dimension), participants produced 50 responses (ideas) corresponding to a large number of categories (7) related to Technology, Communication, Operations, Data and Relationship Management. Key emergent sub-dimensions include: a) Investments in new relative technologies (10 or 20% of responses), b) Better communication (5), c) Finer market segmentation (4), d) Channel integration and synergies among services (4), e) Faster, more Efficient / Effective Operations & Process Optimisation Management (4), f ) Elimination of silos and integration of more corporate services (3) and g) Data analytics and database management (big data) (3).

Moreover, in the sixth dimension (Q.87), participants also produced a wealth of ideas (74) related to the Satisfaction of additional Customer / Member needs located in 7 key areas (44 or 59,4% of 74 responses), reflecting in descending order: a) Technology support / Electronic banking / mobile / internet services / Live chat room and Omni-channel (14 of 44 responses), b) Provision of a better partner network amongst members and on a worldwide basis / Reinforcement of the relation between bank / customer / member (8), c) Satisfaction of Start-up needs (5), d) Personal and business financial consulting (5), e) Use of data to support / manage SMEs assurances (4), f ) Data protection and security (4) and g) Satisfaction of seniors' needs and retirement services (4).

Finally, the seventh dimension, referring to suggestion of “Ways” to further tighten relationships with Customers / Members (Q.88) includes the majority of responses (86), corresponding to 6 key elements (58 or 67,4% of 86 responses) in the areas of Communication, Relationship Management, Brand Strategy, Technology and Database management, reflecting: a) Proximity and Close contact with the customers / intimacy and follow up (12 or 20,6% of 58 responses in this category), b) Integration, Personalisation & Diversification of Products / Services & Systems / Private scheme service (12), c) Protection and better Communication of Brand Values / Make members / customers / partners part of the "story" (10), d) Finer Relationship & Knowledge Management / Improve data mining (CRM tools) (9), e) Better generic communication (8) and f ) utilisation of social media tools and Web 2.0 (7).

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Category Frequency

Transaction fees 5

Account fees 5

Interests margin 5

Revenue from payment services 5

Commission fees 3

Up front fees 2

Customers operational commissions 2

ATM charges 2

Strong Reduction of Net Interest Income 2

Service costs 2

None 2

Provisions for insurance products and advisory services 1

Binding or Constraint fees 1

Financial logistics 1

National and International Payments 1

Capital market trading 1

Short term financing fees - other competitors outside of the regulatory framework (amazon / google) will be able to offer much cheaper alternatives

1

Resources for the diaspora 1

Contracting services fees 1

Traditional deposit-lending activities 1

Brick and mortar branches 1

Deposit book 1

Brokerage margins 1

Retail commissions 1

Bank rates 1

Provision-based services 1

Total 50

Q83. Which Revenue Streams are likely to disappear in the future?

Category Frequency

Credit decision making process / Loans 18

IT / Information systems / Digital capabilities 8

Credit Risk Assessment (including SME’s) 7

Responsiveness to client needs 6

Governance / Decision making & strategy implementation 4

Retail Business 4

International / domestic Money Transfers 4

Account opening 3

Signing contracts 2

Development support 1

Cash Transactions 1

Credit Cards 1

Trade operations 1

Deposit collection 1

Securities 1

Mortgages 1

Cross border retail operations 1

Total 64

Open Text Analysis The Responses.

Identification of potential Bottlenecks.

Revenue Stream sustainability.

Q82. Are some of our key processes, activities and operations faster than others? If yes which ones are these?

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Q85. What Key Activities might be disrupted?


Predictability of Costs.

Potential disruption of Key Activities.

Q84. Which costs threaten to become unpredictable?

Category Frequency

Information systems / Investments in Technology 9

Rules and regulations compliance costs 7

Branches and real estate cost "network" 6

Taxation 6

Credit Risk associated costs 6

Costs for legal advice - the regulatory framework is exploding in number, scope and complexity 5

Cost of resources (i.e deposits) 3

Operations costs 3

Infrastructure costs 2

Payment services 2

Human ressources 2

Loan losses linked to global economy evolution 2

Service costs 2

Implementation of Basel III and other international standards IFRS

2

Banks Levies 1

Access to capital depending on credit rating 1

Consumer protection measures 1

Innovation practises costs 1

Foreign exchange rates 1

Refinancing costs 1

Interest rate margins 1

Depreciation 1

Financial crisis type 2008 costs 1

Security in electronic transactions 1

Accounting costs 1

Total 68

Category Frequency

Receipts / Payment services and handling 9

Services in branches / branch network 8

Battle for talent / Human capital 3

SMEs financing 3

Outsourcing of activities like administration, accounting, IT. 3

No disruption 3

Agencies due to a mobile banking system 2

Delivery channels 2

Credit portfolio 2

Property finance / mortgage 2

Cash handling 2

Control of the agricultural sector 2

Landing activities 1

Market making activities 1

Prosecution 1

Digitalisation 1

Financial logistics 1

Legal activities 1

Savings deposit 1

Product lines 1

Transaction activities 1

Business in securities 1

Specific assets management services 1

Area Support activities 1

Accessibility in the Regions 1

Electronic transactions 1

International services 1

Money transfers 1

Flow of savings 1

Conventional banking vs Islamic banking credit granting 1

Total 59

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Q87. Which additional customer / member needs could we satisfy?


Ways to improve Channel Efficiency.

Satisfaction of additional Customer / Member needs.

Q86. How could we improve channel efficiency or effectiveness?

Category Frequency

Invest in new relative technologies / mobile 10

Better communication 5

Finer market segmentation 4

Channel integration and synergies 4


Break silos and integrate more corporate services 3

Data analytics and database management (big data) 3

Use of social media 2

Training of personell and talent management 2

Competitive pricing 2

Direct more budgets into online channels 1

Partnership with foreign banks for worldwide services 1

Stronger collaboration 1

Outsourcing 1

Self service 1

Better management of (human, technical and financial) resources 1

Exchange of "Best practices" amongst Members 1

Partnership with local companies for domestic money transfer putting incentives at a group level 1

Efficient credit process 1

Simplification of processes 1

Guarantee of trade on both directions 1

Total 50

Category Frequency

Technology support / Electronic banking / mobile / internet services / Live chat room (Omnichannel) 14

Provide a better partner network amongst members and on a worldwide basis / Reinforce the relation between bank / customer / member

8

Start-up needs 5

Personal and business financial consulting 5

Use of data to support / manage SMEs assurances 4

Data protection and security 4

Seniors' needs and retirement services 4

Search for finance (other than banking) / Crowd funding services

3

SME support 3

Savings products / services 3

Insurance services 3

Faster and reliable payment systems 2

Consulting on real estate investments 2

Younger age group needs 2

Administrative services 2

Council tax and legal services 2

Fee based models instead of provision based models 1

Special services for wealthy members 1

Finding solutions for issues affecting many members at the same time in co-making

1

Protection / transfer of assets 1

Invent new ways of financing 1

Strong focus on simplicity 1

Co-operative corporate "all inn service" - integrated advisors (the legal structure as a co-operative, the basic financing, guaranteeing other external investors or at least give them a professional certificate to ease their decision to invest with the customer

1

Financial education 1

Total 74

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Ways to tighten relationships with Customers / Members.

Q88. How could we tighten our relationships with customers / members?

Category Frequency

Proximity and Close contact with the customers / intimacy and follow up 12

Integration, Personalisation & Diversification of Products / Services & Systems / Private scheme service 12

Safeguard and Communicate the Brand Values / Make members / customers / partners part of the "story" 10

Finer Relationship & Knowledge Management / Improve data mining (CRM tools) 9

Better communication 8

Implementing social media tools and Web 2.0 7

Invest in greater service quality 3

Improve agility and speed / Responsiveness 3

Transparency 2

Competitive price-performance-ratio 2

Provide training on taxes / investment / corporate foundation and administration 2

Reduce costs 2

Improved and simplified on-boarding process 2

Professional conferences and workgroups 2

Cross selling opportunities 1

Discount system based on contribution 1

With more animation of our networks at the higher level 1

Create intergenerational links 1

Don't be completely depended on risk models and systems 1

Focus on real clients 1

Greater involvement in a democratic governance 1

Provide life-time planning and value 1

Provide opportunities for greater participation and contribution to the life of the bank 1

Attract customers as members 1

Total 86

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Segmentation Analysis by Country & Role.

8.14SD: 2.3

Our Value Propositions are well aligned with customer / member needs. By Country.

WEIGHTED MEAN

Competitors are likely to offer better price or value. By Country.

By Role.

8.14

Overall AustriaSD: 2.3 SD: 2.1

8.4SD: 2.2

9.1SD: 1.5

7.4

Belgium Brasil CanadaSD: 3.9

8.8SD: 2.8

9.3SD: 2.2

9.3

France GermanySD: 2.1

8.5SD: 2.2

8.57

Italy Morocco HollandSD: 0.0

5.0SD: 0.0

7.0SD: 0.5

8.25

USA

Elected Manager

Member

Board Member

Customer

Employee 8.7

7.5

9.2

9.3

9.2

By Role.

Elected Manager

Member

Board Member

Customer

Employee 7

5.7

7.2

7.5

6.3

6.86


8.0SD: 2.2

8.5SD: 3.6

6.3


7.5SD: 2.6

7.3SD: 3.1

8.1


6.2SD: 3.3

6.1


8.0SD: 0.0

7.0SD: 1.0

2.5

Argentina

6.86SD: 3.0

WEIGHTED MEAN

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Segmentation Analysis.Key Areas

5.7SD: 2.9

We benefit from strong margins. By Country.

WEIGHTED MEAN

Our Relationships bind customers / members through high switching costs. By Country.

By Role.

5.7


6.7SD: 3.2

5.8SD: 2.3

6.2

Brasil CanadaSD: 2.6

3.5SD: 2.5

6.4SD: 1.6

4.6


5.8SD: 2.6

7.1


3.0SD: 0.0

3.0SD: 0.0

1.0

USAArgentina

Elected Manager

Member

Board Member

Customer

Employee 5.4

8.3

7.2

7

5.9

By Role.

Elected Manager

Member

Board Member

Customer

Employee 6

6.8

6.6

7

5.8

5.76


4.4SD: 2.7

6.1SD: 2.9

6.5


5.0SD: 2.5

5.7SD: 2.3

7.0


5.6SD: 1.9

8.6

ItalySD: 2.1

8.5SD: 0.0

3.0SD: 2.3

3.0

USAArgentina

5.76SD: 2.8

WEIGHTED MEAN

Morocco Holland

Belgium

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Segmentation Analysis.

8.52We could generate recurring revenues by introducing novel services. By Country.

WEIGHTED MEAN

We could better serve our customers /members through finer segmentation. By Country.

Key Areas

By Role.

8.52


7.3SD: 2.3

8.3SD: 0.8

9.0


8.3SD: 2.5

8.9SD: 3.0

9.1


9.2SD: 1.8

8.72


7.5SD: 0.0

8.0SD: 2.9

9.5

USAArgentina

Elected Manager

Member

Board Member

Customer

Employee 8.8

7.8

9.6

9.5

8.6

By Role.

Elected Manager

Member

Board Member

Customer

Employee 8.3

6.3

8.9

8.3

9.4

8.0


5.0SD: 2.5

8.3SD: 1.2

8.6


9.6SD: 2.4

7.6SD: 3.6

7.5


9.0SD: 2.1

8.5


4.5SD: 0.0

10SD: 1.0

9.5

USAArgentina

8.0SD: 2.9

WEIGHTED MEAN

SD: 2.6

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Segmentation Analysis.

Our Cost structure is correctly matched to our Business Model. By Country.

Key Areas

6.2WEIGHTED MEAN

Our Brand is well aligned with our Business Model and Value Propositions. By Country.

By Role.

6.2


5.3SD: 3.2

6.2SD: 4.0

6.2


6.5SD: 2.1

7.2SD: 3.3

6.7


6.9SD: 2.9

8.8


3.5SD: 0.0

2.0SD: 1.2

9.0

USAArgentina

Elected Manager

Member

Board Member

Customer

Employee 6.1

6.3

8.7

7.2

7.9

By Role.

Elected Manager

Member

Board Member

Customer

Employee 8.7

9.2

8.6

9.8

9.2

7.8


7.0SD: 2.5

8.0SD: 0.5

8.75


9.5SD: 2.3

8.5SD: 1.6

8.77


9.0SD: 0.7

9.3


3.0SD: 0.0

4.0SD: 0

10

USAArgentina

7.8SD: 2.7

WEIGHTED MEAN

SD: 3.0

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CIBP ISWOT14 - Results & Findings

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