38. ASSESS: question your business model acquisition and distribution channel assessment strengths (+) (-) weaknesses our channels have a strong reach among our target clients our channels only reach a fraction of our target clients we know how effective each of our channels is we don’t know how successful our channels are we know how cost efficient each of our channels is we don’t know how costly our channels are we use our most costly channels for our most profitable clients unprofitable clients regularly use our most expensive channels … …
43. PLAN: draw a project roadmap and align your enterprise Strategy direction new business model
44. PLAN: draw a project roadmap and align your enterprise Strategy Structure power direction new business model
45. PLAN: draw a project roadmap and align your enterprise Strategy Structure Processes power direction information new business model
46. PLAN: draw a project roadmap and align your enterprise Strategy Structure Processes Rewards power direction motivation information new business model [Galbraith 2001]
47. PLAN: draw a project roadmap and align your enterprise Strategy Structure Processes Rewards People power direction skills/mind-set motivation information new business model [Galbraith 2001]
In this slidecast we are going to look at business models in private banking More specifically, we will look at a number of innovative business models that have emerged in the industry and we will then learn about an approach that allows us to question, clarify and strengthen our own business model. Now, why should we look at business models you might be asking yourself? Because despite growth today’s private banking landscape is changing. Some organizations are starting to stand out with very innovative business. And we all want to differentiate ourselves to gain a competitive advantage, don’t we?