Analysis of Capitec
Abstract
A late entrant into the banking sector it has achieved great success in terms of its value proposition to a previously unbanked market. Their clean and simple offering has not only provided operational efficiencies it has allowed it to maximize revenue in all transactions.
Abstract
A late entrant into the banking sector it has achieved great success in terms of its value proposition to a previously unbanked market. Their clean and simple offering has not only provided operational efficiencies it has allowed it to maximize revenue in all transactions.
Capitec case analysis
Table of Contents PESTEL 1 Political/Legislative 1 Economic 1 Social/Environmental 1 Technological 1 Porters-5-Forces 1 Threat of new entrants 1 Threat of Substitutes 1 Competitive Rivalry 2 Supplier Power 2 Buyer Power 2 Question 1-Business Model 2 2 Advantage: 2 CVP 2 Profitability 2 Question 2 3 Question 3 3
Low cost provider
Different target market (3-7)
Unsecured lending
Short term loans
Low cost provider
Different target market (3-7)
Unsecured lending
Short term loans
Low Cost banking
Market LSM 3-7
Unsecured Micro-lending
Paperless banking
Administration systems
Low cost operations
Unique revenue model
Leveraging off technology to maximize efficiencies
Low Cost banking
Market LSM 3-7
Unsecured Micro-lending
Paperless banking
Administration systems
Low cost operations
Unique revenue model
Leveraging off technology to maximize efficiencies
Experience based service (face-2-face)
Alliances (Shoprite) to minimize cash handling
Branches close to target market
Simpler systems for administration
Experience based service (face-2-face)
Alliances (Shoprite) to minimize cash handling
Branches close to target market
Simpler systems for administration
PESTEL-G
PORTERS-5-FORCES
DIAMOND MODEL
PESTEL-G
PORTERS-5-FORCES
DIAMOND MODEL
Resource
Capabilities
Alliances
Resource
Capabilities
A late entrant into the banking sector it has achieved great success in terms of its value proposition to a previously unbanked market. Their clean and simple offering has not only provided operational efficiencies it has allowed it to maximize revenue in all transactions.
Abstract
A late entrant into the banking sector it has achieved great success in terms of its value proposition to a previously unbanked market. Their clean and simple offering has not only provided operational efficiencies it has allowed it to maximize revenue in all transactions.
Capitec case analysis
Table of Contents PESTEL 1 Political/Legislative 1 Economic 1 Social/Environmental 1 Technological 1 Porters-5-Forces 1 Threat of new entrants 1 Threat of Substitutes 1 Competitive Rivalry 2 Supplier Power 2 Buyer Power 2 Question 1-Business Model 2 2 Advantage: 2 CVP 2 Profitability 2 Question 2 3 Question 3 3
Low cost provider
Different target market (3-7)
Unsecured lending
Short term loans
Low cost provider
Different target market (3-7)
Unsecured lending
Short term loans
Low Cost banking
Market LSM 3-7
Unsecured Micro-lending
Paperless banking
Administration systems
Low cost operations
Unique revenue model
Leveraging off technology to maximize efficiencies
Low Cost banking
Market LSM 3-7
Unsecured Micro-lending
Paperless banking
Administration systems
Low cost operations
Unique revenue model
Leveraging off technology to maximize efficiencies
Experience based service (face-2-face)
Alliances (Shoprite) to minimize cash handling
Branches close to target market
Simpler systems for administration
Experience based service (face-2-face)
Alliances (Shoprite) to minimize cash handling
Branches close to target market
Simpler systems for administration
PESTEL-G
PORTERS-5-FORCES
DIAMOND MODEL
PESTEL-G
PORTERS-5-FORCES
DIAMOND MODEL
Resource
Capabilities
Alliances
Resource
Capabilities
References: Collis, D. J. and C. A. Montgomery (1995). "Competing on resources." Harvard business review 73(4): 118-128. Collis, D. J. and M. G. Rukstad (2008). "Can you say what your strategy is?" Harvard business review 86(4): 82-90. Mascarenhas, O. A., et al. (2006). "Lasting customer loyalty: a total customer experience approach." Journal of Consumer Marketing 23(7): 397-405. Porter, M. E., et al. (1996). "From competitive advantage to corporate strategy." Managing the multibusiness company: Strategic issues for diversified groups, New York: 285-314. Stalk, G., et al. (2001). "Competing on capabilities." Understanding Business: Processes.