Caja Vecina: Seguir Creciendo en un entorno de Cambios Tecnológicos

2019. Estudios de Administracion. 26 (1), 51-81. https://doi.org/10.5354/0719-0816.2019.55406

Karla Barriga A, Ismael Oliva B, Marta Jancso A

Abstract:

At the end of 2016 "CajaVecina", a subsidiary of BancoEstado de Chile, the only public bank, celebrated 10 years. The subsidiary was born as a business model that sought to democratize financial services to all sectors of the country, implemented in small businesses through a "POS" electronic device. More than 12 million clients and non-clients of BancoEstado carry out transactions online.   With the passage of time, CajaVecina became the largest and most successful banking correspondent service in the country, with a network of financial 1 and non-financial 2 services distributed throughout the country through the "Warehouse of its neighborhood", with more than 19 thousand network points. In spite of the above, BancoEstado and CajaVecina faced new challenges: The large number of clients and transactions was not easy to sustain and made it necessary to quickly implement a "digitalization strategy" proposed by Executive Committee 3 for the years 2017-2020.   The General Manager of Caja Vecina, Marta Jancso, was aware that although she had the most extensive service network in the country (equivalent to more than 8 times the number of banking branches existing in Chile), a new rethinking of the strategy, on the verge of starting the new budget year.   She looked at the transactional map of BancoEstado's clients and the Bank's digitalization strategy for the same period and asks: will CajaVecina continue to expand its service network and its services with the current format? Or should we make adjustments to our strategy, to our value offering, services, or technology? Or should we simply resign to see how financial transactions on cell phones and the internet end up destroying the successful present of CajaVecina?

Palabras claves: CajaVecina; B Companies; Technological Changes; Technology Management.

Acceder a la publicación completa