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• Case | HBS Case Collection | August 2018

  Garanti Payment Systems: Digital Transformation Strategy (A)

  Shelle M. Santana and Esel Çekin

  The case opens with three questions that Işıl Akdemir Evlioğlu, the executive vice president of marketing at Garanti Payment Systems (GPS), a subsidiary of Garanti Bank, is grappling with in January 2015. First, should GPS, create its own mobile app instead of capitalizing on the Bank’s successful banking mobile app? Second, if a separate app was developed, then who should manage it? GPS managed the Bank’s credit card business and was as a separate entity. But, the Bank’s digital assets were managed exclusively by the Bank. Third, if a separate app was not developed, then how did the breadth and depth of functionality for the credit card customers need to be resolved? GPS employed nontraditional marketing techniques for managing the credit card business of the Bank. It was more of a loyalty program than a pure credit card business and had high focus on customer engagement and experience. GPS generated revenues from its customers (consumers and merchants) by managing installments and other features of credit cards. However, in 2013 and 2014, the banking watchdog of Turkey instituted a series of regulations on credit card providers to curb the prevailing consumer indebtedness in the country. As was the case for all Turkish retail banks and credit card businesses, GPS’s profitability was hit severely. Evlioğlu immediately shifted her focus to the idea of transferring GPS’s campaign management to a mobile app and driving down costs. But, how best to do that was a critical question.

  Keywords: Loyalty program; campaign management; campaign enrollment; branding; customer acquisition; regulations; regulatory changes; bank; retail banks; banking; credit card; payment systems; installment; mobile app; call center; Data Analytics; digital transformation; Digital technology; Banks and Banking; Business Subsidiaries; Mobile Technology; Transformation; Brands and Branding; Governing Rules, Regulations, and Reforms; Decision Choices and Conditions; Financial Services Industry;

  Citation:

  Santana, Shelle M., and Esel Çekin. "Garanti Payment Systems: Digital Transformation Strategy (A)." Harvard Business School Case 519-014, August 2018.  View Details

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• Supplement | HBS Case Collection | August 2018

  Garanti Payment Systems: Digital Transformation Strategy (B)

  Shelle M. Santana and Esel Çekin

  The case opens with three questions that Işıl Akdemir Evlioğlu, the executive vice president of marketing at Garanti Payment Systems (GPS), a subsidiary of Garanti Bank, is grappling with in January 2015. First, should GPS, create its own mobile app instead of capitalizing on the Bank’s successful banking mobile app? Second, if a separate app was developed, then who should manage it? GPS managed the Bank’s credit card business and was as a separate entity. But, the Bank’s digital assets were managed exclusively by the Bank. Third, if a separate app was not developed, then how did the breadth and depth of functionality for the credit card customers need to be resolved? GPS employed nontraditional marketing techniques for managing the credit card business of the Bank. It was more of a loyalty program than a pure credit card business and had high focus on customer engagement and experience. GPS generated revenues from its customers (consumers and merchants) by managing installments and other features of credit cards. However, in 2013 and 2014, the banking watchdog of Turkey instituted a series of regulations on credit card providers to curb the prevailing consumer indebtedness in the country. As was the case for all Turkish retail banks and credit card businesses, GPS’s profitability was hit severely. Evlioğlu immediately shifted her focus to the idea of transferring GPS’s campaign management to a mobile app and driving down costs. But, how best to do that was a critical question.

  Keywords: Loyalty programs; campaign management; campaign enrollment; branding; customer acquisition; regulations; regulatory changes; bank; retail bank; banking; Credit Cards; payment systems; installment; mobile app; call center; Data Analytics; digital transformation; digital; technology; Banks and Banking; Business Subsidiaries; Mobile Technology; Transformation; Brands and Branding; Governing Rules, Regulations, and Reforms; Decision Choices and Conditions;

  Citation:

  Santana, Shelle M., and Esel Çekin. "Garanti Payment Systems: Digital Transformation Strategy (B)." Harvard Business School Supplement 519-015, August 2018.  View Details

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• Case | HBS Case Collection | August 2018

  Hubble Contact Lenses: Data Driven Direct-to-Consumer Marketing

  Jill Avery and Ayelet Israeli

  As its Series A extension round approaches, the founders of Hubble, a subscription-based, social media fueled, direct-to-consumer (DTC) brand of contact lenses, are reflecting on the marketing strategies that have taken them to a valuation of $200 million and debating changes to them that will allow them to grow their Business. Ensuring that their marketing dollars were being spent efficiently was critical to the data-driven management team and proving to be complicated as the company moved spending from digital marketing to offline media, which made attribution modeling more difficult. Decisions pertaining to product extensions, channel expansion beyond DTC e-commerce, and geographic expansion were also on the table to prove that Hubble's customer value proposition and operations could profitably scale.

  Keywords: marketing; marketing strategy; Marketing communications; advertising; media; DTC; direct to consumer marketing; brands and branding; health care; e-commerce; mobile; Online Advertising; digital marketing; Marketing; Marketing Channels; Marketing Strategy; Brands and Branding; Marketing Communications; Online Advertising; Growth and Development Strategy; Health Industry; Consumer Products Industry; United States; North America;

  Citation:

  Avery, Jill, and Ayelet Israeli. "Hubble Contact Lenses: Data Driven Direct-to-Consumer Marketing." Harvard Business School Case 519-011, August 2018.  View Details

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