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    Bankinter: Internet Customer Acquisition Strategy

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    Krishna Kumar
    The document discusses Bankinter's internet customer acquisition strategies of using portals and e-collaborators. [1] Bankinter partnered with popular websites by setting up co-branded pages to acquire customers, but this portal strategy was costly due to fees paid to hosts and for promoting on their sites. [2] An e-collaborator program involved banners on websites linking to Bankinter that shared a 60% commission between new customers and collaborators, which was less costly. [3] While portals compromised service and had technical complexity, e-collaborators provided better service at lower cost and complexity and were harder for competitors to copy.

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    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd

    Bankinter: Internet Customer Acquisition Strategy

    Uploaded by

    Krishna Kumar
    754 views7 pages
    The document discusses Bankinter's internet customer acquisition strategies of using portals and e-collaborators. [1] Bankinter partnered with popular websites by setting up co-branded pages to acquire customers, but this portal strategy was costly due to fees paid to hosts and for promoting on their sites. [2] An e-collaborator program involved banners on websites linking to Bankinter that shared a 60% commission between new customers and collaborators, which was less costly. [3] While portals compromised service and had technical complexity, e-collaborators provided better service at lower cost and complexity and were harder for competitors to copy.

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    Bankinter

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    The document discusses Bankinter's internet customer acquisition strategies of using portals and e-collaborators. [1] Bankinter partnered with popular websites by setting up co-branded pages to acquire customers, but this portal strategy was costly due to fees paid to hosts and for promoting on their sites. [2] An e-collaborator program involved banners on websites linking to Bankinter that shared a 60% commission between new customers and collaborators, which was less costly. [3] While portals compromised service and had technical complexity, e-collaborators provided better service at lower cost and complexity and were harder for competitors to copy.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    754 views7 pages

    Bankinter: Internet Customer Acquisition Strategy

    Uploaded by

    Krishna Kumar
    The document discusses Bankinter's internet customer acquisition strategies of using portals and e-collaborators. [1] Bankinter partnered with popular websites by setting up co-branded pages to acquire customers, but this portal strategy was costly due to fees paid to hosts and for promoting on their sites. [2] An e-collaborator program involved banners on websites linking to Bankinter that shared a 60% commission between new customers and collaborators, which was less costly. [3] While portals compromised service and had technical complexity, e-collaborators provided better service at lower cost and complexity and were harder for competitors to copy.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 7

    Bankinter

    Internet Customer Acquisition Strategy

    Section C
    Gaurav dixit
    Krishna kumar
    Malay mondal
    R ravi kumar
    Sudheesh s
    Portal
    vs
    e-collaboration
    Portal Strategy

    • Alliances with highly trafficked, dominant online sites


    • Set up and maintained the bank’s pages within the host sites
    • Bankinter was cobranded with the hosts

    • Costs Incurred
    • Creating and maintaining cost of Web site
    • Up front annual fee to the host portals
    • Fee per acquired customer through the portal
    • Promotion and advertising fees

    3rd January, 2011 Team Section C, CRM (A), IIM 3


    Lucnow
    Issues with Portal Strategy

    Replicate in each portals’ site


    Technical
    ●

    ●
    Separate space on the server

    Huge cost to pay to portals


    Financial
    ●

    ●
    High acquisition cost

    Best possible service can not be provided to the


    Customer
    ●

    customers

    Infiltrating the sites


    Competitor
    ●

    ●
    Copying Bankinter

    3rd January, 2011 Team Section C, CRM (A), IIM 4


    Lucknow
    E-collaborator Program

    • Banner placed on high-traffic websites linked with the


    Bankinter official website

    • Cost Incurred
    • 60 commission to be split between each new customer and e-
    collaborator

    3rd January, 2011 Team Section C, CRM (A), IIM 5


    Lucknow
    E-collaborator Performance

    3rd January, 2011 Team Section C, CRM (A), IIM 6


    Lucknow
    Portal vis-à-vis e-collaborator
    Portal E-collaborator
    • Higher cost to serve • Lower cost to serve
    • Customer service • Better customer service
    compromised
    • More technical complexity • Relatively less technical
    complexity
    • Competitors were able to • Hard for competitors to
    copy the portal duplicate the analysis
    strength of Bankinter
    • CLTV (per customer) • CLTV (per customer)
    • = 1492 euro • = 1526 euro

    3rd January, 2011 Team Section C, CRM (A), IIM 7


    Lucknow

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