Selected Experience in Strategy

Assisted a Fortune 100 company in selecting a co-branded bank partner for a co-branded small business card targeted to the company's small business customer base. Contacted potential banking partners to determine level of interest and likelihood of obtaining favorable terms. Developed the RFP, managed the selection and evaluation process, developed models to compare the financial aspects of all offers and led the final selection of the partner.

Assisted a financial institution in assessing the financial and organizational consequences of establishing a joint venture for the introduction of an electronic distribution channel for electronic banking and other services. Included developing a strategy for chip-based banking services through the Internet.

Assisted a Fortune 500 company in selecting a co-brand partner for its commercial card program. Identified potential partners, managed selection process and analyzed the economic implications of each bid.

Developed the value proposition, selling message and presentations for a biometrics technology vendor for its upcoming meetings with potential issuer partners.

A global financial institution and local airline are partners in relation to a co-branded payment product. Both parties wished to assess the potential for new customer acquisitions by utlising their combined existing customer bases and prospect target lists. EDC first segmented the combined customer and prospect lists and then developed profiles for each segment. EDC then sized and prioritised the potential acquisition opportunities for both parties based on the segment’s attractiveness, and recommended potential marketing approaches for each segment.

EDC assisted a large global financial institution to review the effectiveness of a payment card lead referral process it had in place with a group of partners. EDC profiled the behaviour of the customers acquired through this process compared to other acquisition channels. Their behaviour was then compared to several benchmarks across the remainder of the portfolio, in order to quantify the ‘quality’ of customers acquired through this channel.