capital one crm case study

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In the Know - Customer Relationship Management at Capital One

In the beginning, all credit cards were the same. same interest rates, same annual fee, same processes for deciding who to lend to and how much to lend. then, as in all industries, an innovator came along and determined that a one-size-fits-all approach left room for improvement. in this case study by professor werner j. reinartz and ulrike wiehr, capital one is the innovator and crm is the innovation..

When consultants Richard Fairbank and Nigel Morris came up with an inspired new view of the credit card industry in the late 1980s, they were slightly ahead of their time. Until then, the credit card industry subscribed to a one-size-fits-all approach – same interest rates, same annual fee, same processes for deciding who to lend to and how much to lend. The duo’s idea of using information (this is before Customer Relationship Management joined the business vernacular) to customize products and services was greeted with a resounding yawn. After shopping their Information Based Strategy to countless banks, they finally found a taker in Virginia-based Signet Bank. Quick converts, Signet immediately set out to build what would ultimately become the world’s largest Oracle database, allowing the company to understand its customers and to develop mass-customized products to suit their needs and risk profiles.

By 1994, the growth of its credit card division was so large Signet spun it off to create Capital One Financial Group. How the company grew to become a giant in the credit card industry, ask Ulrike Wiehr, the Boston Consulting Group MBA Fellow, and Werner J. Reinartz, Assistant Professor of Marketing, and how it will fair as competitors begin playing catch up, are two key features of this Case Study.

According to the authors, CRM quickly became the backbone of Capital One. With their vast database, Capital One was able to manage risk better, understanding who to extend credit to and who to target balance-building programs to. Beyond risk analysis, Capital One used CRM to help with revenue generation. An innovative cross-selling model suggests products to the sales rep on the basis of expected net present value profits from that customer. Another feature is its intelligent call routing system, which segments incoming calls according to the caller’s propensity to buy certain products, routes the highest opportunity calls to the best sales associates, and routes basic service calls to service specialists or automated help functions. Finally, the company practices a scientific approach to marketing called “test and learn”. Before any marketing action is rolled out it is tested on a sample of customers and then refined if necessary. In total Capital One performs about 40,000 tests yearly. As a result of its customer centric approach, the company posted for six years in a row record earnings, while its percentage of outstanding bad debt, a key performance measure in the credit card business, was significantly lower than the industry standard.

Not willing to rest on their success, Capital One managers began considering the sustainability of this model, particularly in the face of competitors who were quickly catching on and catching up.

After a review of the credit card industry and a look at Capital One’s business model, its Information Based Strategy, and its corporate culture, which is well-known for valuing and investing in employees, the authors ask us to look ahead and ponder some of the challenges facing the company. These challenges include how they can build a deeper understanding of the drivers of customer profitability, how they can manage their high cost basis better, and how they should go about coordinating the proliferating channel landscape.

This Case is best used in courses on Marketing Strategy, Customer Relationship Management and Database and Direct Marketing, both with MBA students and with Executives.

INSEAD 2003

Werner Reinartz, Ulrike Wieh recommends

Click here to read the full article on insead knowledge.

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Procurement Officer - Flagship Mega Project in Saudi Arabia - Raw Materials and Direct Procurement - Riyadh - 15-20,000 SAR per month + benefits - ARA

FM Procurement Manager - Global FTSE 250 FMCG

GBP75000 - GBP80000 per annum + bonus + flexi working

FM Procurement Manager - Global FTSE 250 FMCG - £80,000 + package Location: Berkshire (flexible working available)

Recruitment Partner - Technology / Digital

£45000 - £55000 per annum + bonus, benefits package & hybrid working

We are looking for you to be a great team-player who enjoys working with others to achieve exceptional team results.

Procurement & Supply Chain - Management Consultants

GBP70000 - GBP90000 per annum + bonus + excellent package

Procurement & Supply Chain - Management Consultants - Multiple Opportunities Rapidly Growing Management Consultancy London + Flexibility + Some Travel £70,000 - 90,000 (depending on experience)

Director of Finance and Operations

£77,500 - £85,000

We are looking for a strategic inspiring leader with substantial experience in delivering financial and operational leadership.

Global Hard FM Procurement Manager

GBP70000 - GBP80000 per annum + bonus + excellent package

Global Hard FM Procurement Manager - Global FMCG - London - £70,000 - £80,000 + Package

Senior Facilities (FM) Procurement Manager

GBP75000 - GBP85000 per annum + Package, Rapid Progression

Senior Facilities (FM) Procurement Manager - Global Property Giant - London - £75,000 - £85,000 + Package

Generating over $600 million in annual revenue, this dynamic food and beverage organization are undergoing progressive internal transformation - buil

Head of Innovation and Partnerships (Health)

£50520 - £51468 Per Annum

Head of Innovation and Partnerships (Health) We have an exciting opportunity for a Head of Innovation and Partnerships to drive innovation to support the work in integrated health and care delivery, and progress opportunities to build new partners

Taxation Accountant

Sandy, Bedfordshire (Hybrid)

£42,768.00 - £52,124.00 per annum

This role will become the charity's internal tax expert, providing advice on all taxes that affect the organisation and its entities.

Head of Business Development

£49584 - £50520 Per Annum

We have an exciting opportunity for a Head of Business Development to deliver the charity’s ambitious business development goals.

Finance Manager (maternity cover, 15 months)

E2 9DA, London (Greater)

£50 - £60k depending on experience

ISEAL Alliance

ISEAL is looking for an experienced and motivated 15-month maternity cover for the position of Finance Manager. The role encompasses all responsibi...

Director of Talent & Learning

Essex (Hybrid)

C£90,000 basic salary plus Excellent Benefits

Essex (Hybrid: 2/3 days per week Essex with travel/WFH) Our client is a multi-site, fast paced service organisation with strong values. The busines...

Global Indirect Procurement Specialist

GBP50000 - GBP60000 per annum + Excellent Bonus, Rapid Progression

Global Indirect Procurement Specialist - World-Leading Professional Services Organisation - London + Flex. - £50,000 - £60,000 + Excellent Package

Head of People and Organisational Development

Location: Bridgwater College Academy

Salary: £65,000 - £75,000 per annum

Bridgwater & Taunton College

Bridgwater and Taunton College Trust is seeking to recruit an outstanding colleague to the position of Head of People and Organisational Development.

Head Of Procurement

St Helena Island, South Atlantic

£75k pa (Salary of £60k pa, plus International Supplement)

St Helena Government

Enjoying unique lifestyle opportunities, St Helena Island is a self-governing overseas territory of the United Kingdom.

Contract Manager

£60k pa (Salary of £45k pa, plus International Supplement)

ASSOCIATE DIRECTOR | Corporate Reputation, Brands

£75,000 - £80,000

This global communications agency is seeking a proven corporate and business media strategist, with solid editorial relationships and deep expertis...

Associate Director / Senior Associate Director – Energy & Sustainability

London (Central)

Depending on experience

Premier Resourcing UK

Associate Director / Senior Associate Director – Energy & Sustainability GV5409 Exciting London agency looking to recruit someone with publ...

Director (Financial PR - Tech, Natural Resources, Financial Services )

Up to £150'000 + benefits

Brook Street

Director (Financial PR - Tech, Natural Resources, Financial Services ). Leading Corporate & Financial PR Agency. Competitive Salary.

Procurement Manager - Strategic TV Production

GBP60000 - GBP65000 per annum + + Package

Head of People, Organisational Development and the Workplace

Hybrid Working with Head Office at Euston, London NW1 1BS

Circa £80,000 pa plus excellent benefits

Origin Housing

Origin Housing are now seeking an exceptional individual to join them as their new Head of People, Organisational Development and the Workplace.

Senior Procurement Manager - Indirects - Global Law Firm - Leeds & Hybrid working - £70-75k + package This globally recognised law firm, renowned for

Strategic Sourcing Manager - International TV Production

Senior media relations manager.

Senior Media Relations Manager Seeking a new in-house challenge leading a team to create and deliver media relations strategies for a global profes

Interim Resourcing Advisor

Your new role You will be joining this multinational market leading brand as they prepare to launch an exciting new project across the UK.

Senior Manager - Pay & Reward

Hybrid flexible working with office locations nationally

£55000 - £65000 per annum + generous benefits

My highly respected national Charity client has an exciting opportunity for an experienced Pay and Reward specialist to join their organisation.

Senior HR Advisor

Bournemouth, England

£20.58 - £28.64 per hour

Seeking an experienced HR Advisor / Senior ER Advisor to join a large organisation managing a complex case load of ER 3-6 months +

Programme Manager

£55k per year

Implement key organisational change initiatives which are critical to the achievement of the Charity's strategic aims and objectives.

Director of People & Operations

Hybrid working. Largely home-based, some in-person expected. Some flexibility for hot-desk locations

Are you an ambitious, innovative, and values-led leader who could form a key part of this charity's Senior Leadership Team?

Account Director

£400 - £450 per day

Head of Finance

£52,404 - £62,573

We are looking for a Head of Finance to lead on the development and implementation of financial strategy, financial planning and budgeting

Head of P2P Outsourcing (BPO)

EUR100000.00 - EUR120000.00 per annum +

This international FinTech organization provides technology and consulting services to its clients around the world including the implementation of customized Procure-to-Pay (P2P) and Source-to-Contract (S2C) solutions that digitize and simplify purchasin

Indirect Marketing Procurement Manager / Best-in-Class

Indirect Marketing Procurement Manager / FMCG / Nationally Loved Brand / London / £60,000 - £70,000 + Benefits inc. Bonus

Resourcing and Data Analytics Manager

£65000.00 - £80000.00 per annum

Resourcing and Data Analytics Manager, Leading FTSE 250 Firm, London, Hybrid, Permanent, 65K - 80K

Head of HR/HR Director

Abingdon, England

£75000.00 - £100000.00 per annum

We are looking for a Head of HR/HRD with M&A experience to join our life science client in Oxfordshire.

Category Manager

Senior Procurement Category Manager- Global FMCG London Based- £60-70K + Package

Flagship project - Procurement Buyer - Tech

GBP60000 - GBP80000 per annum +

Procurement Buyer- (IT, Hardware, Software) (Multiple Roles) - Working with a leading Global Procurement Consultancy on a Flagship Project in Saudi

Leading Saudi Arabian Utilities company - Major construction project Role: Buyer Salary: 25-30,000 SAR Location: Riyadh This Leading Procurement & S

Interim Benefits Manager EMEA

£300.00 - £600.00 per day

Interim Benefits Manager EMEA - Financial services - London Hybrid Competitive day rate - inside scope of IR35 Interim Benefits job Interim Benefits Specialist Interim Benefits Consultant

Interim HR Talent Partner / HR Business Partner

Procurement category manager - indirects.

Global Procurement CPS Lead - £multibillion FMCG Major - LONDON / WFH - £70-77k + Car and other package details Global FMCG brand is seeking a bright

Global Procurement Category Manager - Professional Services

Title: Procurement Category Manager - Professional Services and Business IntelligenceCompany: Global FTSE 100 Financial Services FirmLocation: WFH - L

Interim HP BP - Technology

£427.00 - £518.00 per day

Interim HR BP to support a Tech population - 9-12 months + - London Hybrid up to £518 per day inside scope Interim HR Business Partner job Immediate start

Regional HR BP - 12 M FTC

£65000.00 - £70000.00 per annum

Interim Regional HR BP - 12 month FTC - Facilities Management - London - c£65,000 - £70,000 plus car allowance Interim HR BP - 12 month FTC - Facilities Management - London - c£65,000 - £70,000 plus car allowance Interim Human Resources Business Partn

Interim Reward Manager

£400.00 - £500.00 per day

Interim Reward Manager - Global Law Firm - London/Remote - up to £500 per day inside scope Interim Reward Manager - Global Law Firm - London/Remote - up to £500 per day inside scope

Procurement Consultant

GBP60000 - GBP65000 per annum +

Procurement Consultant - Forbes Top 100 Procurement and Supply Chain Consultancy Specialist-£65K+ Exciting Benefits- Prestigious Central London Office Location Procurement Consultant Forbes Top 100 Procurement and Supply Chain Consultancy Speciali

Talent Acquisition Partner - Technology

An international Investment Management Firm

Procurement - Managing Consultant

GBP40000 - GBP60000 per annum + package

Procurement - Managing Consultant - Global FTSE 100 Professional Services Firm - London - £40 - 60k + Excellent Benefits Package

Global Procurement Consultant (multiple roles)

GBP30000 - GBP60000 per annum + package

Global Procurement Consultant (multiple roles) - Management Consultancy - London - £30,000 - £60,000 + Excellent Package + Personalised Career Plan + State of the Art Offices

Global Junior Procurement Consultant

Global Junior Procurement Consultant - GNFR- International FMCG Firm - London - £40,000 - £60,000 - Excellent Package - Fast Track Career Progression

Strategic Sourcing Manager, IT & Technology

EUR60000 - EUR90000 per annum + bonus + benefits

Strategic Sourcing Manager, IT & Technology - Global FTSE 100 FMCG Player - Dublin- £50,000 - €90,000 + Bonus & Benefits

Procurement Category Manager, HR & Professional Services

Procurement Category Manager, HR & Professional Services - Iconic Brand - Dublin with Flexible Working - €90,000 + Benefits

IT Procurement Team Lead

EUR60000 - EUR80000 per annum + package

IT Procurement Team Lead - Global FTSE 100 Conglomerate - Amsterdam - €80,000 + Package

Software Technology Procurement Manager

EUR55000 - EUR90000 per annum + bonus + benefits

Software Technology Procurement Manager - Strategic Growth Initiative - £25bn+ Professional Services Giant - DUBLIN

Reward Manager - Analytics

Bonus, car cash allowance, hybrid

The Reward Manager (Analytics) role requires a professional with a broad and detailed working knowledge of compensation processes with the expertise to implement change using complex reward analytics.

Reward Analyst

Bonus, hybrid, negotiable

The scope of this role is to support the Reward Director in the delivery of group wide annual pay and performance review, share plans across the organisation, the provisions for pension arrangements and the employee benefits offering across the Group.

Procurement Consultant - Forbes Top 100 Procurement and Supply Chain Consultancy Specialist-£65K+ Exciting Benefits- Prestigious Central London Office Location Senior Procurement Consultant Forbes Top 100 Procurement and Supply Chain Consultancy S

Part home/part office (London) based

£90,000 per annum

The UK Committee for UNICEF

This is a great opportunity to join the UK Committee for UNICEF (UNICEF UK) as the Director of Communications.

Non-Executive Directors

£4,800 p.a.

Raven Housing Trust

We’re looking for two people to join our Board...

In House Media Relations Manager Role at Top Law Firm

Exceptional In House Media Relations Manager wanted for top tier global Law Firm!   Salary: £70k DOE - our client will flex for the right candidate

Head of Foundation Partnerships

£60,000 per annum

This is a great time to join the UK Committee for UNICEF (UNICEF UK) as we have ambitious plans over the next five years.

Bradford, West Yorkshire

Bradford Council

City of Bradford Metropolitan District Council – Head of Procurement Bradford is an extraordinary city. Vibrant and diverse, it’s a place of opport...

£50000.00 - £60000.00 per annum + full range of benefits

Trainer, to £60k pa, permanent, hybrid with Bristol/Birmingham/Bracknell or Guildford office. Finance sector, leading, long standing and award winning company.

HR Consultant - TMO Change Project

Cheltenham, England

£350.00 - £400.00 per day + WFH/remote working

HR Consultant - Target Operating Model change project, up to £400 per day, remote working, interim asap. FTSE 100 multi-national engineering organisation which has its headquarters in Cheltenham.

Principal Commercial Manager

Canary Wharf, London (Greater)

£51,810 - £59,405 pa

Exciting opportunity for a proven senior commercial professional, with extensive experience of delivering end to end procurement activity.

Senior Procurement Manager - Professional Services

GBP60000 - GBP75000 per annum +

Senior Procurement Manager - Professional Services - Multinational Communications Firm - £80-90K + Bonus - London based (hybrid model working) One of

Procurement Category Manager - Professional Services & HR

GBP60000 - GBP75000 per annum + Benefits

Blue chip FMCG firm seeks a strong Professional Services sourcing expert to join its world-class procurement function.

Procurement Category Manager

GBP55000 - GBP65000 per annum + + Car & Benefits

Iconic FMCG brand seeks a high-achieving procurement expert to join the ranks and drive a crucial spend category towards best-in-class.

Belper, England

A Permanent HR Manager Job in Belper, Derby Paying up to £60,000 + 10% Bonus Depending on Experience

Deputy Development Director

Cambridge, Cambridgeshire

£45,000, - £50,000, depending on experience.

This is a great opportunity for an enthusiastic & motivated professional to develop their fundraising skills in one of the most friendliest Cambridge.

Senior Procurement Consultant

Senior Procurement Consultant - Forbes Top 100 Procurement and Supply Chain Consultancy Specialist-£65K+ Exciting Benefits- Prestigious Central London Office Location Senior Procurement Consultant Forbes Top 100 Procurement and Supply Chain Consult

Head of Communications and Engagement

Gatwick, West Sussex

Circa £70,000 per annum + excellent benefits, including flexible working and 33 days annual leave +

KENT SURREY SUSSEX AHSN LTD

KSS AHSN is seeking to appoint a dynamic Head of Communications and Engagement to join their team!

Head of People Support Services

West Midlands Region

£70,086 - £73,333

West Midlands Fire Service

Head of People Support Services West Midlands Fire Service £70,086 - £73,333 Who we are West Midlands Fire Service is an ambitious and progressive ...

Strategic Partnerships Director - Remote

Up to £80,000 per annum + benefits

Micro:bit Educational Foundation

Partnership is a key value of the Micro:bit Educational Foundation and has been central to our success from the very start of the organisation, hel...

Procurement Administrator / Riyadh

GBP15000 - GBP22000 per month + living allowances

Procurement Officer Arabic Speaking - supporting a Flagship Mega Project in Saudi Arabia - Renewable Energy & Sustainable Technologies - Riyadh - 15,0

Procurement Consultant opportunity, Saudi Arabia

Expat Procurement Consultant opportunity - Flagship Mega Project in Saudi Arabia - Renewable Energy & Sustainable Technologies - Saudi Arabia - £60-75

Mid/Senior Backend Developer

£50000 - £110000 per annum

I am working with a UK mobile app, website and branding agency looking for an engineer to join their team.Skillset:Expertise in NodeJS and Javascript,

Deputy Head of Knowledge and Evidence

Cardiff (Caerdydd)

£58,611 - £63,522

Natural Resources Wales

Role Purpose   As a member of the core Leadership Team of Natural Resources Wales (NRW), you will fulfil a key strategic role, alongside your funct...

Buyer CAPEX OPEX - GAB

GBP5000 - GBP6000 per month + Benefits

Buyer - Capex / Opex Procurement Consultant - Global Consulting firm working on site with a Waste Management organisation - Riyadh, Saudi Arabia - 25-

Senior PR Manager (UK and Australia)

£65000 - £72000 per annum + Bonus

Senior PR Manager (UK & Australia)Up to £72,000 + annual bonus We are proud to be a partner for one of the world's leading dating brands in their sear

Head of Finance & Operations

£50k - 58k per year

Harris Hill is recruiting for a Head of Finance & Operations for this Children's Charity based in London (Hybrid)

Head of Programme - Diversity & FIR

£60,000 - £70,000

Recruitment Revolution

We are seeking an experienced leader to help us drive change in the construction and engineering industry.

Senior Outsourcing Consultant - Global Consultancy

GBP65000 - GBP75000 per annum + Package

Role: Senior Technology Outsourcing Consultant Firm: Global Consultancy Salary: £65,000 - £75,000 Location: London / Hybrid Working Contact: Tabitha -

Senior Indirect Procurement Manager / Best-in-Class

Senior Indirect Procurement Manager / Best-in-Class Professional Services Organisation / Rapid Career Progression / London / Flexible Working / £57,000 - £67,000 + Benefits inc. Bonus

Global Procurement Consultant - Manager Grade

GBP80000.00 - GBP100000.00 per annum + Car Allowance, Bonus

Global Procurement Consultant - Manager Grade - Industry-Leading Procurement Consultancy - London + Hybrid Working - £80,000 - £100,000 + Excellent Bonus Scheme + Car Allowance If you are a Senior Procurement Consultant at either a 'Big 4' or a Bo

Procurement Consulting Opportunities / Leading UK firm

Business director.

£75000 - £90000 per annum

Job Title - Business Director The Role / Company A fashion and entertainment agency are looking for a Business Director to work on a US fashion brand!

Director of Fundraising

£80k - 85k per year

Harris Hill are thrilled to be partnering with a much-loved British veterans charity to recruit their new Director of Fundraising.

Supply Chain Coordinator

GBP200.00 - GBP400.00 per day +

Supply Chain Co-Ordinator - Global FMCG - London + Flexible Working - £400/day (flexible dependent on experience) - Initial 6-month contract Market-leading consumer goods company, responsible for some of the most recognizable brands on supermarket

Head of HR Part Time

£80000.00 - £100000.00 per annum

Head of HR in Wealth Management & Financial Planning, based in Mayfair Part Time - 3 Days a week

Interim Reward Manager - Global Law Firm - London/Remote - up to £500 per day inside scope

Interim HR Project Manager - Remote UK

£500.00 - £600.00 per day

Interim HR Project Manager job- 6 month duration - Remote working in the UK - £400-£600 per day outside of scope HR Program Manager job / HR BP job

Global Procurement Lead - Supply Chain

GBP75000 - GBP80000 per annum + Benefits

Iconic brand seeks a high-achieving procurement expert to join the ranks and drive a crucial spend category towards best-in-class.

Indirect Procurement Director - Procurement Consultancy

GBP100000.00 - GBP110000.00 per annum + Excellent Bonus

One of the largest specialist procurement consultancies in the UK is looking to bring on a Director level procurement professional with a strong track record across both delivery and sales within a management consultancy environment.

Interim Regional HR BP- 12 month FTC - Facilities Management - London - c£65,000 - £70,000 plus car allowance

Associate Director of Resourcing

Gloucestershire, England

£257.00 - £292.00 per day

In this strategic post you will be a key member of the senior People & OD leadership team and you'll be implementing effective resourcing strategies that support the workforce transformation plans for the organisation and enable the recruitment, supply an

Senior Recruitment Manager

£75000.00 - £85000.00 per annum

Partnering with NASDAQ listed business to deliver expert support to their global talent acquisition function.

Head of Operations

London, E1, with scope for flexible working

£45,000 - £50,000 per annum

SPAB (The Society for the Protection of Ancient Buildings)

Could you bring senior level support for financial management and operational resilience, enabling us to fulfil our charitable purpose effectively?

Head of TA - Europe

£75000.00 - £90000.00 per annum

Head of TA - Europe, International Recruitment Agency, 75K - 90K, Hybrid, Permanent.

Head of HR in Wealth Management & Financial Planning, based in Mayfair

Communications Lead

NEW Communications Lead position with the TNFD.

Director of Development

Murray Edwards College, Cambridge

Murray Edwards now seeks to appoint a new Director of Development

MG2-3 £52,225 - £68,532 per annum depending on location

Avanti Schools Trust

This is an exciting opportunity to join Avanti in a forward-thinking, dynamic and strategic role to drive our ambitions about our people and culture.

Assistant Director - Education and Equalities

London Fields, London (They promote a flexible, hybrid way of working)

This is an exciting opportunity to join the charity as an Assistant Director to lead their highly skilled and passionate Education and Equalities team

Chief People Officer

London (Central), London (Greater) - Agile/Hybrid - Homeworking,

£97-£100k FTE plus 6% contributory pension. 27 days plus bank holidays

Anna Freud Centre

Within this role, you will have an opportunity to create and shape the new role of Chief People Officer within the Centre.

Managing Director - Leading Consumer Lifestyle PR Firm - London

Based in the heart of central London

Up to £130'000 + benefits, bonus and E MI Share Option Scheme

Are you an entrepreneurial M.D or highly experienced Director looking for more creative control at a top Consumer Lifestyle PR Firm? If so, read on!

Performance Marketing Manager

London, City of London

£50000 - £70000 per annum

Performance Marketing Manager - Financial Services - London£50,000 - £70,000I am excited to be working with a Global Financial Services business that

Talent Acquisition Manager

Talent Acquisition Manager - Central Oxford - Hybrid - Up to £55,000

Resourcing advisor

£24.09 - £26.83 per hour + Hybrid working

Full-time Resourcing Advisor - £24.09 - £26.83 This is a great opportunity to join a non-profit organisation within the education sector as a Resourcing Advisor. Hybrid working available.

Buckinghamshire

£50k per year

Harris Hill is recruiting for a Permanent Head of Finance for this well-established charity based in Buckinghamshire -Only 1 day a week in the office

£65000.00 - £75000 per annum

Head of Production

Up to £90k plus benefits

​This full-stack consultancy and communications company is looking for a Head of Production

HR Business Partner/Associate HR Business Partner

Portsmouth, Hampshire

See job advert

University of Portsmouth

The University of Portsmouth are looking for talented and ambitious people to join our HR Partnering Team.

Associate Director – B2B technology and sustainability

£75000 - £80000 per annum

Consider yourself a tech savvy individual? Are you looking to move into an industry defining agency? Are you fascinated by all thing’s sustainability, healthcare, and...

Director of Corporate Communications - FTSE 100 - 6 month FTC

Windsor, Berkshire

£80,000-£120,000

Fantastic 6 month FTC for a Corporate Communications Director to joing a FTSE 100 business in the Travel/Hospitality sector.

Senior Tech Recruitment Partner

£60000.00 - £65000.00 per annum

An international strategy consulting firm for more than 50 years

£80,000 - £85,000

The Great & The Good

London-based network agency seeks entrepreneurial Business Director to play a key role in their future growth.

Internal Communications Manager

Up to £60000.00 per annum

We are looking for an Interim Internal Communications Manager to join a scientific organisation with a clinical purpose, aiming to set the standard for the future of pathology.

Strategy Director - Consumer creative clients

£65k-£90k (London) or £60k-£80k (Scotland)

NEW Strategy Director position with hugely creative and established communications agency.

Resourcing Projects Lead

£45648.00 - £57056.00 per annum

Permanent Opportunity - Resourcing Projects Lead

£50000 - £53000 per annum

We have an urgent requirement for a passionate EDI lead to join a London based NHS Trust as their EDI Manager for the next 3 to 6 months.

Head of Government Relations and Public Affairs

£60000 - £61000 per annum + pension, flexible working, life assurance

The Commonwealth War Graves Commission

Head of Government Relations and Public Affairs Location: Maidenhead, with Hybrid Working Contract Type: Permanent, Full Time Benefits: Circa £60,000 with substantial benefits package

Head of Resourcing

£58708.00 - £76198.00 per annum

Permanent Post - Head of Resourcing

Board Director/Deputy MD

c£150,000 plus comprehensive benefits

The Foundry - Original

A mid-sized consultancy, part of a larger privately owned group, is looking for a successor or deputy to the CEO

Senior Copywriter/ HoC - FTC Mat Cover

£65000 - £70000 per annum

Senior Writer - FTC Maternity Cover Our client, an award-winning Creative Agency, are on the lookout for their next Senior Copywriter to join their t

Nottingham, England

This is an excellent opportunity for an experienced HRBP who is a strong generalist but also has led on EDI and well-being initiatives and policies.

Head of Adult & Child Bereavement Services

Sydenham, London (Greater)

£57,954 per annum (being the full time equivalent)

St Christopher's Hospice

We have an exciting opportunity for a passionate, enthusiastic, dedicated and experienced leader to head up our Adult and Child Bereavement Services.

Growth Director - Digital Agency - London

£110,000 - £120,000 per annum + bonus & benefits

Growth Director, Digital Agency, London with min 8 years experience within new business role

Creative Director (marketing partnerships)

£75000 - £90000 per annum + Bonus & Bens

Are you a Creative Director or ACD with Marketing partnerships experience ready to step up? RoleI am looking for a strong ideas person who can develo

Director of Finance and Operations | Bliss

London, UK (hybrid working available)

circa £65,000, depending on experience

4 or 5 days per week / permanent Come and make a real difference to the lives of babies born premature or sick by joining Bliss as our next Directo...

HEAD OF PR | Global Creative Agency

A fantastic opportunity to effectively launch a new inhouse PR division within this high profile, high talent London based creative agency. You wil...

Up to £100k dependent on experience

Are you a Client Services Director with fantastic integrated experience? We want to hear from top talent for this thriving agency.

Executive Director for Wales

Salary: £71,500

Every life lost to suicide is a tragedy, and Samaritans' vision is that fewer people die by suicide. That's why we work tirelessly to reach more pe...

Global HR Director

Cardiff, Wales

International Baccalaureate

Responsible for the design and delivery of the entire suite of HR deliverables across all IB offices, the Global HR Director is the top-most HR professional at the IB who will provide strategic HR advice to the executive team, and who will champion strate

eCommerce Manager - Luxury Sustainable Sneaker Brand

£80,000 - £100,000 depending on experience + Bonus Incentives

We’re fairly ‘new kids’ to the block but we are experiencing crazy growth and looking for someone to be part of this incredible journey.

PR Associate Director - Consumer

PR Associate Director – Consumer GV5535 Multi-award winning agency who are growing quickly with a great team, are currently looking for a PR Assoc...

Managing Director - rapidly growing strategic comms agency, deliberately challenging the status quo

Central London

£ highly competitive package dependent on experience

Newly-formed MD role for a strategic comms agency, focused on running and growing the business. An agency challenging the conventional industry model

Director of Growth and New Business

Up to £75000.00 per annum + £50,000 commission

Director of Growth and New Business for design agency

Creative Director / Head of Creative

London (Central), London (Greater) / Hybrid Working

£125k + excellent benefits

We are looking for a modern day Creative Director / Head of Creative who gets retail, shopper, digital and commerce. A huge opportunity to lead!

Corporate and Public Affairs Associate Director

Corporate/ Public Affairs Associate Director role @ top tier central London strategic communications agency My client, a top tier corporate commun

Director of New Business - USA

New York (US)

$120 - $150k basic salary, with bonus / commission and benefits

We are looking for a Director of New Business / New Business Director, someone who has eligibility to work in the USA. Role based in NYC, remote work.

Business Director / Growth Strategy Director

Up to £90k, plus bonus + benefits

Business Director / Growth Strategy Director who has a real specialism in content and influencer marketing. A chance to build something your way!

Production Director - Interior Design Business

We are looking for a Production Director to work within an interior design business. A rare but highly attractive opportunity for the right person!

Associate Director - Brand Strategy

£65-80k plus benefits

Rare Selection

We are working on two exceptional briefs for experienced brand strategy consultants to join a renowned consultancy at a key point in its evolution.

Music for Youth

We are seeking an exceptional Development Director with excellent knowledge of fundraising and philanthropy to lead and develop Music for Youth’s f...

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Future Challenges

4 implementing the crm strategy, 4.4 case study: crm at capital one (united kingdom), 4.4.5 future challenges.

In the previous chapter we have discussed various aspects of a CRM strategy. The fol- lowing chapter focuses on implementation aspects of CRM. Most importantly, it stresses that implementing the CRM strategy should be thought of as an iterative process includ- ing continuous refinements. As such, manag- ers should think of CRM implementation as a series of small CRM projects. We discuss three different types of projects (operational, ana- lytical and application projects) and how they are linked to each other. A particular focus will be on data handling as a key prerequisite of successful CRM implementation.

Subsequently, we discuss CRM imple- mentation effectiveness and introduce the concept of ROI for CRM initiatives. In this section, we discuss key underlying driver of both costs and benefits of CRM initiatives as well as a three-stage process for ROI estima- tion and target setting. As anecdotes of failed CRM projects are plenty, we also include a section discussing why CRM implementa- tion projects fail. We provide six reasons frequently mentioned both in practice and the academic literature and discuss three of them in further detail, including potential remedies.

The chapter closes with a case study on the financial service company Capital One which highlights many aspects from both CRM strategy (7Chap. 3) and CRM imple- mentation (7Chap. 4) in one real world example.

Types of CRM Implementation

The implementation of the CRM strategy is a pro- cess of planning and executing a series of small CRM projects. These projects are all aimed at addressing the elements of the CRM strategy (as discussed in 7Chap. 3), and they normally fall into three categories:

1. Operational CRM projects: Enable the com- pany to meet the technical and functional requirements of the CRM strategy.

2. Analytical CRM projects: Have the objective to obtain a good understanding of the cus- tomer’s needs, expectations, and behaviors. 3. Application projects: Focus on deploying the

operational and analytical outputs to improve marketing decisions and customer relation- ships.

Next, we will discuss each of these project types in detail in order to understand their role in CRM implementation.

Operational CRM Projects

The objective of these projects is to build an infrastructure that meets the technical and func- tional requirements of CRM. Examples of these projects include automation of functions such as a call center or an order-processing system, developing an online transaction Website, changing the process of data collection and data management, selecting and installing appropri- ate hardware and software, upgrading or recon- figuring the IT infrastructure, setting up a customer database and or a data warehouse. It should be noted that these kind of projects do not create value directly (in form of additional revenues or reduced costs), but – if successfully developed and completed – they build the basis to perform further value-adding CRM projects. From a technical perspective, a typical CRM infrastructure should have the components listed in .Table 4.1.

Analytical CRM Projects

Analytical CRM projects are implemented to help the company understand its customers by using data analysis tools that mine the company’s data- bases. This area of CRM is also called data analyt-

ics (for further details, please also refer to Part III

Analytical CRM). Data analytics can be under- stood as the process of leveraging data and tech- nology to increase the company’s understanding of its customers, products, and environment and to improve strategic decision making and tactical market activity (Kelly, 2000). Analytical projects benefit from investments during previous opera- tional projects by leveraging the infrastructure Chapter 4 · Implementing the CRM Strategy

that the latter has created, and add value by enabling the firm to understand its customers. These projects create the ability for a firm to establish and manage profitable relationships with its customers. Moreover, the results of these analyses provide critical information to continu- ously refine the CRM strategy. Analytical CRM projects include three major types of activities: Capturing customer information, customer data transformation and customer knowledge discov- ery (Barton & Court, 2012).

Capturing All Relevant Customer

Information.

An effective customer data analysis should rely on a customer database that is as comprehensive as possible. Building such customer database requires capturing all relevant customer infor- mation, and this can be a significant challenge to many companies.

There are a few steps that should be taken to construct a complete database. First, all customer information from any varying formats or data sources need to be standardized from both the business and technical point of view. This is extremely important for analytical purposes.

Second, over time, customers can interact with the company in a number of new ways, and

this will generate a new range of data sources. Therefore, the analytical solution should also be able to flexibly and consistently integrate all data across all channels and all customer-company touch points (see .CRM at Work 4.1). This will ensure that no important information is missing and ideally, the customer information is updated in real time.

Third, external sources of information should also be incorporated to keep the company aware of the competitive situation. External sources can include:

5Competitors’ data dealing with the company’s customers.

5Published survey results to supplement the customer information with details about customer satisfaction and customer prefer- ences.

5Data from communities or clubs with a common interest.

Finally, customer-related back office data related to billing and shipment should be evaluated from a financial perspective and should be consolidated into a coherent picture of financial success and customer profitability. Successful data intelligence solutions integrate customer data and ensure that useful analytical results are delivered.

. Table 4.1 Components of CRM infrastructure

Component Description Information delivery/Online

Capability to display and list the company’s products and services online Customer database Capability to capture, organize, present, and analyze customer-specific

data, in order to identify sales opportunities and address product development and delivery requirements

Personalization and content management

Utilizing results of data analysis to create an individualized experience for the customers and enhance/modify service delivery vehicles to match the specific needs of customers (based on their user profiles)

Sales force automation The deployment and use of tools and services designed to automate the sales and marketing lifecycle

Partner channel automation The deployment and use of tools and services designed to integrate a company’s service vehicles with those of its provider and third-party partners

Customer services The deployment and use of technology and business processes designed

to successfully support a company’s products and services 4.1 · Types of CRM Implementation Projects

Customer Data Transformation

This type of data analytics activity involves extracting and transforming raw data from a wide source of internal and external databases, marts, or warehouses, and then pooling the total data value and information in one place where it can be accessed and explored. First, in order to perform customer data transformation, the com- pany needs to build a data warehouse. Data ware- housing involves consolidating all relevant customer data within a comprehensive database and making it accessible to the users in the orga- nization who need it. Many firms have made progress on that end. However, there are still leg- acy systems that prevent that accessing and ana- lyzing the data often is not as easy, fast, or accessible as it should be. Unless the data is avail- able in a useful format, in a timely fashion, and enable the analysis that marketers rely on, the data are of no value at all.

Second, a firm must enhance the data about a customer by integrating information from various internal sources. If the integrated cus- tomer data is incomplete, the company should enhance the data with externally available infor- mation. For example, geographic, lifestyle, and psychographic data can help in developing a complete image of a customer. All this informa- tion can be pulled together to a single source, and a historical perspective can be developed over time.

Customer Knowledge Discovery

This type of data analytics project provides mar- keters with the tools and processes to discover customer data, convert information into usable customer knowledge, and deploy it to enhance marketing decision making. This usually involves a three-step process:

1. Analyzing the data: Using statistical tools to better understand customers.

2. Predicting the future: Based on analytical results obtained from existing data. 3. Assessing customer value . Analyzing the Data

Analyzing the data often starts with an analysis of the customer base which provides a clear under- standing of the company’s existing customers and their characteristics. This includes demographic aspects (their name, gender, address, age, educa- tion, number of people in the household, etc.), psychographic information (e.g. survey results on customer satisfaction, loyalty, attitudes) and finally information on actual behavior (e.g. trans- action data, complaints, service incidents, app usage, etc.). On this basis, the company should be able to define customer segments and use them as the basis for making decisions in marketing, sales, and customer services to different customer seg- ments. For example, by analyzing customers’ transaction history, the company can gain insights into the customers’ recency, frequency, and

CRM at Work 4.1

La Croissanterie, Paris, France: Enhancing Customer Interface Using Technology

La Croissanterie, a Paris based fast- food chain was facing a problem because many of its customers had too many loyalty cards and were forgetting or losing their cards all together. Additionally, the company had an outdated system that collected only the basic information about the customers and rewarded only customers who purchased full meals. For instance, customers ordering only coffee were not rewarded thereby reduc- ing the incentive for customers to use the loyalty card.

To resolve this, La Croissanterie updated its loyalty program with

the introduction of Loyalty Pass in June 2010. The new system allowed customers to record purchases through any of the following three channels – a loyalty card, a mobile phone or a transit pass. Addition- ally, the company also used these three channels to track and offer product promotions. This advance- ment in customer data collection and usage was made possible using the Near Field Communication (NFC) technology.

The NFC technology is an extension of Radio Frequency Identification (RFID) and smartcard technology geared towards mobile phones. It is a wireless technology that allows the customers to store their unique IDs on the phone. When the customer arrives at the

store, he/she simply taps a smart poster imbedded with another NFC device to transmit their infor- mation. This device will instantly present him/her with promotions based on their specific profile. At the checkout, the customer taps again and his/her transaction is recorded for the loyalty rewards. Additionally, La Croissanterie was able to immediately catalog all individual customer transactions across all locations, frequency and purchase type. This advance- ment in technology allows for a consistent interface with the customer and presents the company with more detailed view of the customer from all available touch points.

Source: Felding ( 2010).

monetary value of their purchases. Analyzing customer service records can also indicate cus- tomers’ attitudes and their feedbacks.

Predicting the Future

Based on this information, the company should be able to model a behavior pattern for specific cus-

tomers and predict whether they will buy again,

what they will probably buy, when they will buy, how much they will spend, and what additional services they may need.

Assessing Customer Value

After establishing the methods to model cus- tomer behavior and analyze customer demo- graphic information, it is essential to assess

customer value. This helps the company allocate

its limited resources in the most efficient manner and focus on the best and most valuable customer relationships.

Application Projects

Deploying operational, and analytical outputs.

Although an operational CRM project can put the CRM architecture into place, and an analytical CRM project can extract helpful information on customers’ needs and expectations, no value will be created until this system and the information are applied and utilized to improve the company’s mar- keting decision making and the company’s relation- ships with its customers (Barton & Court, 2012).

In general, the goal of these projects is to increase revenue and profit by improving relationships with customers. For example, automation of a call center will service customers more promptly and effec- tively, and on-line transaction processes will enable customers to transact through self-service. Using

the analytical results of customer value assessment and customer profiling helps design marketing campaigns that target the customers or prospects that are most likely to respond and that provide a high expected value. Also, customer calls can be directed to the appropriate contact person in a call center depending on customer rating and customer value to ensure that the most valuable customers receive the best service possible. Products or service can be customized, or even personalized, based on customer behavior modeling and customer seg- mentation to meet their unique expectations. The planning and forecasting of sales, marketing, and customer service can be improved based on cus- tomer life-cycle patterns (engage, transaction, ful- fill, and service) to make the sales and marketing efforts more focused and efficient. All these mea- sures will help the company acquire and retain the most attractive customers and improve the profit- ability of the existing customer base. Finally, insights from the analysis can be used to dissolve relation- ships with low value customers. .CRM at Work 4.2 provides an example of pragmatic yet highly effec- tive actions based on customer insights.

CRM Implementation

Effectiveness.

Once a firm decides on the elements required for implementing a CRM system, it must ask one important question: Is the investment in CRM elements worth it? The practice of developing and implementing a CRM system should always mea- sure the expected monetary benefits to assess whether the investment is likely to payoff. In times when marketing has to demonstrate its value to the company (Homburg, Vomberg, Enke, & Grimm, 2015; Srinivasan & Hanssens, 2009), critically assessing the ROI of CRM initiatives is

CRM at Work 4.2

Giant Eagle: Fuel for Thought

The flexibility to adapt to the needs of the consumer is critical when implementing a CRM system. Gro- cery and convenience store chain Giant Eagle realized the impor- tance of a customer relationship management program, especially during the recent economic slump.

Discounts and promotions acquired by using a loyalty card is not a new concept. However, Giant Eagle added a creative idea to increase use of its customer loyalty program during the most recent economic slump – Fuel discounts.

The program was launched in all the 221 corporate and independently owned full locations as well as 150

GetGo outlets, which are conve- nience/fueling locations. Since the program’s inception, Giant Eagle has successfully managed to cross-over fuel discounts with a food discount loyalty card, allowing for increased cross buy between food and fuel pur- chases. This new initiative has led to significant gains in sales for the chain.

Source: Garry ( 2009).

imperative. The estimation of ROI of CRM determines many critical decisions, such as whether a CRM strategy is needed, what CRM strategy should be developed, and how it should be implemented. The formula for ROI is given as:

While the formula is simple, a deeper understand- ing of the elements of CRM investments is war- ranted to accurately ascertain the ROI of CRM activities. Due to the cross-functional nature of strategic CRM, both benefits and costs accrue in different areas of the organization. .Table 4.2 provides a list of areas and key issues to be consid- ered in deciding the nature of the costs.

Costs Associated

With a crm implementation, organizational requirements.

The overall requirements of the organization interested in deploying the CRM initiative play

a significant role in determining the final cost of CRM implementation. Managers and functional experts within the various departments of the organizations will contribute the business and department-specific requirements that will go into the overall framework of the CRM program to be implemented. In effect, the organizational require- ments will depend on the nature of the CRM project, such as campaign management, chan- nel management, customer support, and product development, among others (Bohling et al., 2006). The organizational requirements will also be sup- plemented by business infrastructure needed to achieve the goal. The breadth and depth of these requirements ultimately determine the final cost of the CRM initiative. The more complex the require- ments, the higher the cost of CRM implementation.

Technology Needs

Technology requirements typically include soft- ware and hardware components, database devel- opment and IT infrastructure. Each of the types of IT contributes to the overall cost of CRM imple- mentation. Typically, software can be purchased or licensed. For a typical CRM project, IT costs usually account for one-fifth to one-third of the total cost. This is likely to remain an accurate pre- diction for future years too, because the savings associated with the falling costs of hardware and software are offset by the rising cost of hiring IT professionals.

. Table 4.2 Key issues to consider in computing ROI for CRM activities

Business areas to be considered Key issues to be asked

Consulting services What will be the consulting cost for the project (business case, strategy, IT engineering, implementation, training)?

Business processes To what degree is business process re-design necessary?

Information technology What new IT software and hardware must be purchased to accommodate the new system?

Vendor management Does the system need to be customized or will it work «out of the box»? How much customization is required and at what cost?

Procurement and maintenance Can the system be easily configured and maintained by internal IT staff or is continuous external assistance required?

Staffing and training What is the cost of training the company’s staff to use the CRM system?

Implementation What is the timeframe for implementation and what will happen to the

current system processes during that time?

Costing What are recurrent costs in the implementation?

• Extending the Concept of Customer Value
• Future Challenges (You are here)
• Transition Matrix
• LIFT Analysis
• The Ability to Spot Potentially Profitable Customers
• The Uses of Marketing Databases (Jackson & Wang, 1994)
• Relationships and Flows Between CRM Modules

Related documents

• Terms of Use

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Executive summary for capital one crm case study: boosting customer engagement with data-driven strategies, introduction.

Welcome to this executive summary for the Capital One CRM case study! In this article, we will delve into how Capital One, one of the most well-known financial services providers in the US, leveraged customer relationship management (CRM) to enhance customer engagement and drive business growth. Utilizing advanced data analytics, Capital One revolutionized its approach to customer service and marketing, enabling it to offer highly personalized experiences to customers while achieving impressive results.

In this comprehensive summary, you will gain insightful knowledge on the following:

• How Capital One utilizes CRM to improve customer engagement
• The benefits and pitfalls of implementing a CRM strategy
• A detailed case study of Capital One’s CRM implementation
• FAQs on the effectiveness and implementation of CRM strategies

Executive Summary for Capital One CRM Case Study

Capital One is one of the largest financial services providers in the US, with a customer base of over 68 million. To stay ahead in a highly competitive market, Capital One implemented a data-driven CRM strategy that focused on understanding its customers’ needs and preferences. By leveraging advanced analytics tools, the company was able to collect customer data from multiple sources, enabling it to build highly personalized experiences and marketing campaigns for its customers.

Capital One’s CRM implementation resulted in numerous benefits, including:

Advantages of Capital One’s CRM Implementation

Capital One’s CRM implementation was designed to meet the changing needs of its customers in a rapidly evolving market. Through personalized interactions and targeted marketing campaigns, the company achieved impressive results, including:

1. Improved Customer Engagement

By delivering highly personalized experiences to customers, Capital One was able to build long-term relationships with its customers, resulting in higher levels of customer satisfaction. Through targeted marketing campaigns, the company was able to anticipate customer needs and offer solutions that met those needs, leading to higher engagement levels.

2. Increased Revenue and Profitability

Capital One’s data-driven approach to customer service and marketing resulted in significant revenue growth and profitability. By targeting high-value customers with personalized campaigns, the company was able to increase its customer lifetime value while also reducing customer churn.

3. Enhanced Cross-Selling and Upselling Opportunities

By leveraging customer data, Capital One was able to identify opportunities for cross-selling and upselling, resulting in increased sales and revenue. Through targeted marketing campaigns, the company was able to offer customers relevant products and services based on their unique needs and preferences.

4. Higher Customer Lifetime Value

By delivering personalized experiences and targeted marketing campaigns, Capital One was able to increase its customer lifetime value significantly. By retaining customers for longer periods, the company was able to reduce customer acquisition costs and increase profitability.

Disadvantages of Capital One’s CRM Implementation

While Capital One’s CRM implementation resulted in numerous benefits, there were also several disadvantages, including:

1. Requires Significant Investment in Technology and Personnel

Implementing a data-driven CRM strategy requires significant investments in technology systems, software, and personnel. To realize the full potential of CRM, companies must be willing to make significant financial investments and organizational changes.

2. Potential Loss of Trust if Data Privacy is Not Appropriately Handled

Collecting and utilizing customer data can be a sensitive issue, and if data privacy is not appropriately handled, it can lead to a loss of trust among customers. Companies must take appropriate measures to protect customer data and ensure that it is used ethically and transparently.

3. Challenges in Managing Data Quality and Consistency Across Systems and Departments

Implementing a CRM strategy requires integrating data from various sources, which can be challenging to manage. Data quality and consistency can be an issue, with different systems and departments using different data formats and standards.

4. Long Implementation Times Requiring Significant Organizational Change

Implementing a CRM strategy is a significant undertaking that requires significant organizational change. It can take months or even years to implement a data-driven CRM strategy effectively.

1. What is CRM?

Customer Relationship Management (CRM) is a strategy for managing interactions with customers and prospects to improve customer satisfaction, increase customer loyalty, and drive growth. CRM is typically implemented through technology solutions that enable companies to collect and analyze customer data, automate marketing and sales processes, and improve customer service.

2. What are the benefits of implementing a CRM strategy?

CRM can help companies achieve numerous benefits, including improved customer engagement, increased revenue and profitability, enhanced cross-selling and upselling opportunities, and higher customer lifetime value.

3. What are the potential pitfalls of implementing a CRM strategy?

Implementing a CRM strategy can be challenging and requires significant investments in technology and personnel. It can also lead to a loss of trust among customers if data privacy is not appropriately handled, and data quality and consistency can be an issue.

4. How can companies ensure that customer data is collected and used ethically?

Companies must take appropriate measures to protect customer data and ensure that it is collected and used ethically. This includes obtaining explicit consent from customers, limiting data collection to what is necessary, and being transparent about how data is collected and used.

5. How long does it take to implement a CRM strategy?

Implementing a data-driven CRM strategy can take months or even years, depending on the size and complexity of the organization. It requires significant organizational change and investment in technology and personnel.

6. How can companies ensure that data quality and consistency are maintained across systems and departments?

Companies can ensure that data quality and consistency are maintained by implementing robust data governance processes and standardizing data formats and standards across systems and departments. Regular data audits and quality checks can also help identify and resolve data quality issues.

7. What role does data analytics play in CRM?

Data analytics is a critical component of a data-driven CRM strategy, enabling companies to collect and analyze customer data, identify trends and patterns, and develop targeted marketing campaigns and personalized experiences for customers.

8. How can companies ensure that customer data is secure?

Companies can ensure that customer data is secure by implementing robust data security measures, including encryption, two-factor authentication, and limiting access to sensitive data. Data privacy regulations such as GDPR and CCPA also provide guidelines for protecting customer data.

9. What are some best practices for implementing a CRM strategy?

Best practices for implementing a CRM strategy include starting with clear business objectives, involving stakeholders from across the organization, prioritizing data quality and governance, and investing in technology and personnel.

10. What role does customer feedback play in CRM?

Customer feedback is a critical component of CRM, enabling companies to understand customer needs and preferences, identify pain points, and improve customer experiences. Companies can collect customer feedback through surveys, focus groups, social media, and other channels.

11. What are some common challenges in implementing a CRM strategy?

Some common challenges in implementing a CRM strategy include integrating data from various sources, managing data quality and consistency, investing in technology and personnel, and obtaining buy-in from stakeholders across the organization.

12. How can companies measure the effectiveness of a CRM strategy?

Companies can measure the effectiveness of a CRM strategy by tracking key performance indicators (KPIs) such as customer engagement levels, customer lifetime value, revenue and profitability, and customer churn rate.

13. What are some emerging trends in CRM?

Emerging trends in CRM include the use of AI and machine learning to personalize customer experiences, the integration of social media and other digital channels, and the increasing importance of data privacy and security.

In conclusion, Capital One’s CRM implementation is a prime example of how a data-driven strategy can transform customer engagement and drive business growth. While implementing a CRM strategy requires significant investment and organizational change, the potential benefits are substantial, and companies that embrace CRM can gain a competitive advantage in a rapidly evolving market. We hope that this executive summary provides valuable insights into the effectiveness and implementation of CRM strategies and inspires companies to consider adopting a data-driven approach to customer service and marketing.

Why not take action today and start exploring how you can implement a CRM strategy to improve your customer engagement?

Before we end, it is essential to state that this article is for informational purposes only and does not constitute professional advice. It is always recommended to seek professional advice before implementing any significant organizational change or investment. Additionally, this article does not represent Capital One, and any opinion expressed here is solely the author’s.

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Hacking the Case Interview

Capital One uses case interviews to identify promising candidates to hire for many of their business roles, including their business analyst, data analyst, and strategy analyst roles.

In a Capital One case interview, you’ll be placed in a hypothetical business situation and asked to develop a recommendation or answer to a business problem.

Capital One’s use of case interviews may be surprising to some people because case interviews   are typically used in consulting interviews. Capital One is a bank and financial institution, not a consulting firm.

However, there are two reasons why Capital One uses case interviews.

The first reason is that compared to other traditional banks, Capital One likes to position itself as a data company that happens to be in the financial services industry. There is a heavy emphasis on using data to drive business decisions. Therefore, case interviews are an effective way to assess problem solving and quantitative thinking.

The second reason is that Capital One hires a lot of former consultants from top consulting firms such as McKinsey, BCG, and Bain. A lot of the business divisions at Capital One are run by former consultants who run their teams like a consulting team. Capital One wants to hire people that can do the same type of work that consultants do .

For business analyst, data analyst, and strategy analyst roles, there are typically two rounds of interviews. 

• Capital One first round interview : one 30-minute case interview. There will be minimal time for any behavioral or fit interview questions.
• Capital One final round interview : three to four 30-40 minute interviews. One interview will be focused on behavioral or fit interview questions while all the other interviews will be focused on Capital One case interviews.

In order to receive your Capital One job offer, you will need to nail all 3 to 4 of your case interviews.

If you have an upcoming Capital One case interview, we have you covered. In this article, we'll go through in detail:

• What qualities do Capital One case interviews assess?
• Differences between Capital One and consulting case interviews
• How to solve Capital One case interviews
• Capital One case interview tips
• Capital One case interview examples
• Recommended Capital One case interview resources

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

What Qualities do Capital One Case Interviews Assess?

Capital One case interviews assess four main qualities: logical and structured thinking, quantitative skills, communication skills, and business judgment.

Logical and structured thinking : Capital One looks for candidates that are organized and methodical problem solvers.  

• Can you structure complex problems in a clear, simple way?
• Can you use logic and reason to make appropriate conclusions?

Quantitative skills : Capital One looks for candidates that have strong analytical skills to solve complex business problems and make important business decisions

• Can you read and interpret data well?
• Can you perform math computations smoothly and accurately?
• Can you conduct the right analyses to draw the right conclusions?

Communication skills : Capital One looks for candidates that can communicate in a clear, concise, and persuasive way.

• Can you communicate in a clear and concise way?
• Are you articulate and persuasive in what you are saying?

Business judgment : Capital One looks for candidates with strong business instincts that help them make the right decisions and develop the right recommendations.

• Do you have a basic understanding of fundamental business concepts?
• Do your conclusions and recommendations make sense from a business perspective?

Differences between Capital One and Consulting Case Interviews

There are three main differences between Capital One and consulting case interviews. Capital One case interviews focus on quantitative analysis, Capital One allows calculators, and Capital One cases may require some basic understanding of their financial products.

1. Capital One case interviews focus on quantitative analysis

Traditional case interviews have a balance between answering qualitative questions and solving quantitative problems. Capital One case interviews almost exclusively focus on the quantitative aspects of case.

Let’s consider a case interview in which you are trying to decide whether a friend should open up a mini-golf course as an investment.

In a traditional case interview, you would look into both qualitative and quantitative factors to make a recommendation. You would look at the market attractiveness, the competitive landscape, your friend’s capabilities, and the expected profitability.

For a Capital One case interview, you will focus almost exclusively on the expected profitability. Your framework would look at the expected revenues and expected costs of opening a mini-golf course to see what annual profits would be.

If annual profits are high, you would recommend opening a mini-golf course. If annual profits are negative or low, you would not recommend opening a mini-golf course.

In a Capital One case interview, you may cover some qualitative factors at the end of your calculations when you are discussing risks, but the qualitative factors will not be a critical component of solving the case.

Since most Capital One case interviews come down to setting up and solving math equations, they can be simpler and more straight forward than traditional consulting case interviews.

2. Capital One case interviews allow a calculator

Another big difference between Capital One case interviews and traditional consulting case interviews is that Capital One allows candidates to use calculators.

While this may sound like this makes the case interview easier, that is not necessarily the case. Since you are allowed to use a calculator, you’ll typically be dealing with bigger and messier numbers during a Capital One case interview.

While traditional case interviews use round numbers that are easy to work with, Capital One case interviews use large and more precise numbers. This makes some calculations too tedious to solve by hand, which is why you are allowed to use a calculator.

3. Capital One case requires may require familiarity with financial products

Traditional case interviews don’t require any specialized knowledge in order to solve the case. You do not need to research any industries beforehand.

While this is generally true for Capital One case interviews, it does help to be familiar with how basic financial products work. In your final round interviews, you may be given a case focused on credit cards or checking and savings accounts.

If you understand how these financial products work, you’ll have an easier time with the case interview and the interviewer will not need to explain as much background information to you.

Here are the basics of what you should know.

Credit cards generate revenue through an annual fee, interchange, and interest.  

• An annual fee is a fee that the cardholder must pay in order to keep the credit card active
• When a cardholder uses their credit card at a merchant, the merchant pays the credit card company a small percentage of the transaction amount. This is known as interchange and covers the cost of transaction and the cost to handle fraud.
• Credit card companies charge interest on balances that are not fully paid off at the end of the billing cycle.

The major costs of credit cards are service costs and charge offs.  

• Service costs include the costs to keep the credit card active and the costs to provide support to the cardholder
• Charge offs occur when a cardholder can no longer pay their credit card debt and the credit card company fails to recover the amount of money the cardholder has borrowed on the credit card

Checking and savings accounts are simpler to understand. The bank makes money by lending a portion of the money that customers have deposited into their accounts. They give customers a small amount of interest for their deposits.

The interest rates that banks charge for loans are much higher than the interest rates that the bank pays to customers for their deposits, which is how banks make money.

How to Solve a Capital One Case Interview

There are six steps to solving a Capital One case interview:

• Take notes on the case background information
• Synthesize the information and verify the objective of the case
• Ask clarifying questions
• Create a framework
• Perform calculations
• Discuss the implications of your answer
• Deliver a recommendation

1. Take notes on the case background information

Capital One case interviews begin with the interviewer giving you the case background information. Let’s say that the interviewer reads you the following information:

Interviewer : As an investment, your friend is considering opening up a mini-golf course. Should they do it?

As the interviewer reads you the case information, take notes. It is important to understand what the objective is.

2. Synthesize information and verify the objective of the case

After the interviewer finishes giving you the case information, confirm that you understand the situation and objective. Provide a concise synthesis like the following:

You : To make sure I understand correctly, our friend is considering opening up a mini-golf course as an investment. The goal of this case is to decide whether they should open up a mini-golf course.

Interviewer : Exactly. That is correct.

3. Ask clarifying questions

Next, you’ll be able to ask clarifying questions . Try to limit your questions to only the most critical questions that you need answers to in order to solve the case.

You : Before I begin structuring a framework, can I ask what our friend’s financial targets are for the investment?

Interviewer : Your friend is hoping to make at least $200,000 in profit in the first year.

4. Create a framework

Next, lay out a framework for how you are going to solve the case. A framework is simply a tool that helps you structure and break down complex problems into simpler, smaller components.

For this Capital One case interview example, your framework may look like the following:

You : To determine whether or not our friend should open a mini-golf course, we will need to calculate the expected annual profit. To do this, we need to calculate expected revenues and expected costs.

To calculate revenues, we need to estimate how many people will visit the mini-golf course per year. 

We can calculate this by estimating the number of people that come per hour and multiply this by the number of hours per day the mini-golf course is open. To annualize this, we can multiply by the number of days per year the course is open

If we know the number of annual visitors, we can multiply by the price that the mini-golf course charges for admission to get total annual revenue.

To calculate costs, we need to add up all of the different costs associated with running a mini-golf course. The major costs that come to mind are construction costs, rent, and staff costs to operate the mini-golf course. There are also other minor costs such as the costs of golf balls and golf clubs.

Interviewer : That approach makes sense to me.

5. Perform calculations

Once you have presented your framework to the interviewer and the interviewer has approved of your approach or given you feedback, you will move onto doing calculations.

When you are performing calculations, make sure you are walking the interviewer through each step. You do not want to be doing calculations in silence.

By walking the interviewer through each step of your math, the interviewer can easily follow what you are doing and provide suggestions or further information to help you.

Interviewer : Let’s move onto the calculations. I have the following information for you.

You : Let’s calculate revenue first. The mini-golf course is open 12 hours per day.

From 10AM – 5PM, the mini-golf course gets 10 visitors per hour. This gives us 70 visitors over seven hours. From 5PM – 10PM, the course gets 50 visitors per hour. This gives us 250 visitors over five hours. So, the mini-golf course gets 320 visitors per day.

The course is open 360 days per year, so 360 days times 320 visitors gives us 115,200 visitors. If each visitor pays $15 for admission, that is $1,728,000 in revenue per year.

Looking at costs, rent is $24,000 per month or $288,000 per year. 

There are 12 staff members at all times. They work 12 hours per day at $12 per hour. This gives us $1,728 in staff costs per day. Multiplying this by 360 days, this gives us $622,080 in staff costs per year.

Adding construction costs, equipment costs, rent costs, and staff costs gives us a total cost in the first year of $1,525,080.

Therefore, profit in the first year is $1,728,000 minus $1,525,080, which is $202,920. 

6. Discuss the implications of your answer

When you have finished your calculations, discuss the implications of your answer. How do the results of your calculations help you answer the overall case question? What are other considerations you should take into account?

Interviewer:  How would you interpret your answer?

You : Since profit in the first year is $202,920, this just meets our friend’s financial objective of reaching $200,000 in profits in the first year.

However, I noticed that construction costs and equipment costs are a one-time fixed cost. Although there will probably be future maintenance costs, our friend would not incur $615,000 of these costs again in the following years. I’d expect profits in year two and beyond to be much larger than the first year.

I also noticed that the mini-golf course employs 12 people at all times. Is there a reason for this? I’m wondering if there are opportunities to use machines to replace some of the repetitive and manual tasks that these employees do. This may further increase profits by decreasing costs.

7. Deliver a recommendation

At the end of the Capital One case interview, the interviewer will prompt you for a recommendation. Make sure to structure your recommendation so that it is clear and easy to follow. You can use this simple, but effective structure:

• State your recommendation
• Provide 2 – 3 reasons that support your recommendation
• Propose next steps

Here is an example of what a recommendation could look like:

Interviewer : Thanks for all of the work that you have done so far. What is your final recommendation?

You : I recommend that our friend should open up a mini-golf course. There are two reasons that support this.

One, the mini-golf course is expected to generate $202,920 in profits in the first year. This meets our friend’s financial objective of having at least $200,000 in profits in the first year.

Two, profits in year two and beyond will be much higher because our friend will not incur another $500,000 in construction costs or $115,000 in equipment costs. There will still be maintenance and repair costs, but profits could be as high as $817,920.

For next steps, I’d want to determine if our friend has the capabilities to successfully run and operate a mini-golf course. I’d also want to look at competitors to see how strong they are. They may try to take away visitors and revenues from our friend’s golf course.

Interviewer : Thanks for the recommendation. This concludes the case interview.

Learn the basics of Capital One case interviews in 30 minutes

We've summarized all of the basics of case interviews in a 30-minute video below. We highly recommend that you watch the video in its entirety.

Capital One Case interview Tips

Follow the five tips below to avoid making common mistakes in Capital One case interviews.

Tip #1: Share your thinking and reasoning out loud

Many candidates make the mistake of not communicating what they are thinking or doing. Remember, you get no credit for great ideas if they are not communicated to the interviewer.

When creating a framework for the case interview, walk your interviewer through it. When performing math calculations, walk your interviewer through each step.

For each decision that you make, communicate why you are making that decision so that the interviewer can understand the approach and rationale that you are using.

This way, the interviewer can give you credit for your ideas and thinking. Additionally, the interviewer may offer you suggestions or guidance to help you solve the case. The interviewer cannot provide you with support if they do not know what you are thinking or planning to do.

Tip #2: There is not always one correct answer

Like most case interviews, there is not always one correct answer. For the same Capital One case interview, two candidates can give completely opposite recommendations and still both receive job offers.

Although math calculations typically only have one right answer, there are many ways to interpret the final figure that you have calculated. As long as your recommendation is supported by data and evidence, your recommendation will be accepted by the interviewer.

Tip #3: Stay organized when working with a lot of data

Capital One case interviews will have a lot of data and information in the form of tables, charts, and graphs. When working with a lot of data, it is important to stay organized.

Make sure you do your calculations on a separate sheet of paper to keep your calculations separate from your notes and framework.

As you calculate different numbers, circle important numbers that you are likely to use over and over again. This makes your numbers easier to find and will prevent you from having to recalculate a figure that you have already calculated.

Draw a box around your final calculated answer to distinguish it from your other numbers and calculations.

Tip #4: Check your units

Make sure to check the units of the data you are working with.

Capital One case interviews often include data that have different units. For example, revenue may be given in terms of revenue per week while costs may be given in terms of costs per month.

Whenever you perform calculations, make sure the numbers are in the appropriate units. Working with the wrong units will make your answer wrong by orders of magnitude.

Tip #5: Know how to use a calculator quickly and efficiently

Capital One case interviews are one of the few interviews where you are allowed to use a calculator. You will most likely need to use the calculator during the interview when you are given large numbers that are tedious to calculate by hand.

Capital One is strict on only allowing standard, non-scientific calculators. Therefore, become familiar with using this type of calculator, which can only perform basic addition, subtraction, multiplication, and division.

These calculators have much less functionality than scientific calculators, so it may take some practice to get used to using them.

Capital One Case Interview Examples

Capital One provides a video explaining their case interview process. They also provide examples candidates answering case interview questions. The video is embedded below:

Below are some Capital One case interview questions that candidates have received in the past.

Example #1 : An arcade is considering whether they should be open on Tuesdays, the day of the week in which they typically see the lowest number of customers. We'll start by brainstorming the primary drivers of revenue and costs for an arcade and then calculate expected profits on Tuesdays to make a decision.

Example #2 : What is the typical annual profits of a movie theater? Let's brainstorm what the major sources of revenues are and what the major cost items are. Afterwards, I'll provide you with some data to calculate annual profit.

Example #3 : Let's calculate the average profit per credit card opened. What are the major revenue sources stemming from credit card use? What are the major costs?

Example #4 : A new credit card that is launched typically sees a spike in charge-offs (money lost because the credit card owner cannot make their payments) after 6 to 9 months of launch. What can banks do to: 1) reduce the amount of charge-offs and 2) reduce the spikiness of when they happen?

Recommended Capital One Case Interview Resources

Here are the resources we recommend to learn the most robust, effective case interview strategies in the least time-consuming way:

• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.
• Case Interview Coaching : Personalized, one-on-one coaching with former consulting interviewers
• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer
• Resume Review & Editing : Transform your resume into one that will get you multiple interviews

Learn Case Interviews 10x Faster

Complete, step-by-step case interview course. 30,000+ happy customers.

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Customer Relationship Management at Capital One (UK)

By: Werner Reinartz, Wieh Ulrike

Capital One, a credit card company, has built its business on a strategy with a clear customer focus: The company systematically gathers and analyses information on its customers in order to…

• Length: 34 page(s)
• Publication Date: Jan 4, 2003
• Discipline: Marketing
• Product #: INS687-PDF-ENG

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Capital One, a credit card company, has built its business on a strategy with a clear customer focus: The company systematically gathers and analyses information on its customers in order to correctly assess their individual credit risk and to offer products and services tailored to their individual needs. The case is designed to illustrate how the concept of customer relationship management (CRM) can be translated into strategy, organizational design, hiring, marketing processes, and IT infrastructure of a company.

Learning Objectives

The teaching objective is fourfold: To present a best-practice organization that embodies the concept of CRM. To enable a discussion around the definition of CRM. To recognize why effective CRM cannot only be practiced within the marketing function but has to be adopted by the entire organization. To recognize the important role of the human resources function and the IT function in a company-wide CRM strategy.

Jan 4, 2003

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Professional services, Retail and consumer goods

INS687-PDF-ENG

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INE Security Enables CISOs to Secure Board Support for Cybersecurity Training

If there is a single theme circulating among Chief Information Security Officers (CISOs) right now, it is the question of how to get stakeholders on board with more robust cybersecurity training protocols.

There are key points debated about why you should provide cybersecurity training to your IT professionals, like the alarming increase in cyberattacks (an increase of 72% over the all-time high in 2021, according to the Identity Theft Research Center’s 2023 Data Breach Report ), or the rapid evolution in technology, creating a constant game of catch-up.

But it isn’t a question of ”if” an organization will be targeted, but “when.” CISOs are increasingly anxious because while they realize the ax will fall on them when the inevitable breach occurs, securing boardroom support for heavy investment in preventative measures, like training, is challenging in a world where revenue is demanded for each dollar spent. 

“The path to securing the boardroom’s buy-in is more complex than simply having the right statistics and studies on paper,” says Dara Warn, the CEO of INE Security , a global cybersecurity training and certification provider. “To bridge the gap between CISOs and stakeholders, CISOs must adopt a strategic approach that combines financial impact data, relevant case studies, and compelling narratives. Framing cybersecurity training as an essential investment rather than an optional expense is critical.”

The Human Factor in Cybersecurity

Cybersecurity is not just about technology; it’s about people. Human error remains one of the leading causes of security breaches. A study by Verizon in their 2023 Data Breach Investigations Report found that 68% of breaches involved a human element, such as social engineering, misuse of privileges, or simple mistakes. This highlights the importance of equipping employees with the knowledge and skills to recognize and respond to potential threats.

Case Study: Capital One Data Breach

In 2019, Capital One experienced a data breach that exposed the personal information of over 100 million customers. The breach was caused by a misconfigured web application firewall, which allowed an attacker to access sensitive data stored on Amazon Web Services (AWS). This incident underscores the importance of training employees on cloud security practices and the proper configuration of security tools. In response, Capital One enhanced its cybersecurity training programs to include cloud security, emphasizing the need for regular audits and configuration checks. This case illustrates how specialized training can prevent costly breaches and protect sensitive data.

The ROI of Cybersecurity Training

Investing in cybersecurity training is not just a defensive measure; it’s a strategic investment that can yield significant returns. A well-trained workforce, not just security awareness but the SOC and networking teams, can serve as the first line of defence against cyber threats, reducing the likelihood of breaches and minimizing potential damages. According to the Ponemon Institute’s 2023 Cost of Data Breach Report , organizations with extensive incident response planning and testing programs saved $1.49 million compared to those with lower levels.

Case Study: Maersk NotPetya Attack

In 2017, shipping giant Maersk was hit by the NotPetya malware , which spread rapidly through its global network, causing a complete shutdown of its IT systems. The attack was initiated by a compromised software update, exploiting poor cybersecurity hygiene and a lack of employee training on identifying malicious software. The incident cost Maersk over $300 million in losses. In response, Maersk implemented a comprehensive cybersecurity training program focusing on recognizing malicious software, securing software updates, and responding to cyber incidents. This case highlights the necessity of training employees on the latest cyber threats and best practices.

Crafting a Compelling Narrative for the Boardroom

The company’s financial data and case studies are important to secure, but communicating that to the boardroom remains a challenge for CISOs. To get the message across, CISOs must also craft a compelling narrative that resonates with the board members. Here are some key strategies: 

1. Speak the Board’s Language

Board members are often more attuned to financial metrics and business outcomes than technical jargon. CISOs should frame cybersecurity training as a business enabler that protects the organization’s bottom line. Highlighting the potential financial losses from breaches and the ROI of training programs can make a compelling case.

2. Use Real-World Examples

Real-world case studies, like the attacks on Maersk NotPetya and Capital One, can illustrate the tangible impact of cybersecurity training. These examples provide relatable scenarios that underscore the importance of investing in employee education.

3. Leverage Data and Statistics

Presenting data from reputable sources can lend credibility to the argument. Statistics that demonstrate the prevalence of human error in breaches and the financial benefits of training can be powerful tools in persuading the board.

4. Emphasize Regulatory Compliance

Regulatory requirements, such as GDPR and CCPA, mandate stringent data protection measures. Failure to comply can result in hefty fines and reputational damage. Emphasizing how cybersecurity training can help meet these regulatory requirements can be an effective angle to secure board buy-in.

5. Highlight Competitive Advantage

In an increasingly competitive market, robust cybersecurity measures can be a differentiator. Companies known for their strong security posture are more likely to attract and retain customers. CISOs can highlight how a comprehensive training program can enhance the organization’s reputation and competitive edge.

Overcoming Common Objections

Board members may raise objections regarding the cost and time required for cybersecurity training. CISOs should be prepared to address these concerns with data-driven arguments and strategic insights.

Cost Concerns

While the initial investment in training programs may seem significant, CISOs can emphasize the long-term cost savings from preventing breaches. According to the Ponemon Institute, the average cost of a data breach in 2023 was $4.45 million. Investing in training can mitigate these costs by reducing the likelihood and severity of breaches.

Time Constraints

Board members may worry about the time employees will spend on training. CISOs can advocate for flexible, modular training programs that allow employees to learn at their own pace without disrupting productivity. Additionally, emphasizing the efficiency of targeted training programs can alleviate concerns about time investment.

CISOs are key players in protecting their organizations from cyber threats. Getting the boardroom to buy into an investment in cybersecurity training is no easy task, but utilizing some of these strategies can make it more successful. Including these steps in the process of communicating your needs to stakeholders will help secure the support and resources needed to roll out effective training programs and ultimately better safeguard the organization’s digital and physical assets. The stakes are high, and having all stakeholders on the same team is critical to the long-term success and security of an organization.

About INE Security

INE Security is the premier provider of online technical training and cybersecurity certifications. Harnessing the world’s most powerful hands-on lab platform, cutting-edge technology, global video distribution network, and world-class instructors, INE is the top training choice for Fortune 500 companies worldwide, and for IT professionals looking to advance their careers. INE’s suite of learning paths offers an incomparable depth of expertise across cybersecurity, cloud, networking, and data science. INE is committed to delivering advanced technical training, while also lowering the barriers worldwide for those looking to enter and excel in an IT career.

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