Subject category:
Strategy and General Management
Published by:
Ivey Publishing
Version: 2024-02-05
Length: 13 pages
Data source: Field research
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Abstract
The founders of the app-based credit line MoneyTap shared a vision of creating an inclusionary multi-product banking experience. The company's gross revenue had surged from its first year, but while the business was doing well, growth was not coming easy because of intense competition. The organization wanted to expand its offerings to include a pay-later feature, credit cards, and digital savings and become India's first full-stack neobank. The team's current brand, MoneyTap, was a personal credit-line brand, and to expand it to a full-service neobank required a new brand strategy and a rethinking of the brand architecture. While branding and its concepts were perceived to be more applicable to consumer goods, the founders were convinced that their fintech start-up could only move to the next level by leveraging the inherent power of a strong brand.
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Abstract
The founders of the app-based credit line MoneyTap shared a vision of creating an inclusionary multi-product banking experience. The company's gross revenue had surged from its first year, but while the business was doing well, growth was not coming easy because of intense competition. The organization wanted to expand its offerings to include a pay-later feature, credit cards, and digital savings and become India's first full-stack neobank. The team's current brand, MoneyTap, was a personal credit-line brand, and to expand it to a full-service neobank required a new brand strategy and a rethinking of the brand architecture. While branding and its concepts were perceived to be more applicable to consumer goods, the founders were convinced that their fintech start-up could only move to the next level by leveraging the inherent power of a strong brand.