CredEx Fintech: Managing Dual Business Models – Case Solution

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CredEx Fintech: Managing Dual Business Models Case Answers

Introduction – CredEx Fintech Technology

The Chinese-developed CredEx Fintech is a technology thrived organization which has taken micro-credit into many levels in the microfinance industry. The CEO Tang Xia has established the business of microcredits in 2010, firstly designed to target the SMEs and individuals moving within various innovative business models.

The introduced groundbreaking financial product was consumer-centric and creative. It allows a person and SMEs to borrow money up to the limit of 300,000 Chinese Yuan.

The team of CredEx Fintech has established the product model connecting the banks and consumers with small businesses with a model of repayment as you want features. This enables consumers to adjust the periods, dates, etc.

CredEx Fintech has developed a unique model to control the risk of fraud etc. and delivers IT services to the banks. As through the vast banking system in China, when the banks couldn’t reach the SMEs and the consumers, Credex has come forward connecting them and securing the businesses of banks without a risk.

Question 01. How should the company overcome the challenge and manage the dual business model?

In reference to the case study, to overcome the challenges of resource shortage, resource occupation, human and technological resources, and to manage the model, there are certain strategies that they can implement.

Additionally, one of the other challenges of this scenario to Credex Fintech is that as per Michael Porter, in an attempt to manage two models at the same time in the same market, there could be a possibility of having conflicts with one another along the underlying value chain of each model (Markides & Charitou, 2004).

The important aspect of this scenario is that the two models cater to two different markets, which are in B2C to the individuals and SMEs, and the B2B to the financial institutions but related. In order to face challenges of strategic change, the most applicable option is to embrace the new model of B2B as the market of this model, the financial institutions are very similar to the B2C market (Markides & Charitou, 2004).

However, in relevance to the resource scarcity, CredEx Fintech can go for a separation strategy, where the two models are separated from one another and continuing the business. Nevertheless, as the two models are very much similar,  the synergies shared between them can be further developed to business opportunities in the future.

As of the challenges for the resource occupation, CredEx can focus on the two models in separate point of views can divide the work procedures, technological and human resources accordingly.

Yet, Credex Fintech cannot hire fresh employees as they also need to have background knowledge and experience of the company processes. As to experience, Credex Fintech can educate the existing employees about the new business model, at the same time continue in recruiting people.

As of the new recruitments, Credex Fintech needs to hire local talent with an understanding of the market. Additionally, local talents will be easier to train on compliances and educate regarding the company processes. The existing employees are already well experienced in delivering the service to the individuals and SMEs. Compared to this market, the service to provide financial institutions is not very much complex.

In terms of the B2B risk control and the IT system, it should be further secured as the financial institutions come with a huge responsibility similar to a large number of customers consisted of one institution.

Apart from the B2C model risk control support and the technology development, Credex Fintech can…