• Business Dilemma:
  The car insurance market undergoes fierce competition. TASC was asked to suggest its recommendations to improve sales and retention. TASC was also asked to review the client’s digital distribution channel strategy and go-to-market value proposition

• Process:
  Our team examined the value proposition and channels across different customer segments. The team analyzed the proposed channels in terms of exposure to new customers, risk of cannibalization, customer acquisition costs, etc. At last, our team examined the benefits of shifting customers to a digital direct purchase and examined the new digital selling process

• Strategic solution & impact:
  TASC proposed a recommendation for “below the line” marketing channels for both existing and potential customers. TASC also suggested a No-Go recommendation with regards to joining a new distribution channel. In addition, TASC provided recommendations to improve the digital selling process and offerings of new insurance products, targeted at a specific customer segment. The recommendations are being incorporated into next year’s workplans

For More Information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  In order to improve its cost management and continue its progress towards OpEx, the bank asked TASC for assistance in formulating its OpEx transformation strategy

• Process: TASC approached the dilemma starting with an assessment of the bank’s current OpEx maturity level, identifying processes with improvement potential, mapping monitoring routines, Interviews and focus groups were conducted to understand the current culture of operational excellence. Following the overall analysis, TASC suggested the OpEx model and potential moves.

• Project Outcome & Impact: The bank has uncovered its most valuable potential areas for improvement related to OPEX and is now equipped with a solid thinking frame/model that will enable the  first steps of the transformation’s implementation

For more information: Ilan Bronstein, PHD Ilan.Bronstein@dev.tasc-consulting.com

• Business Dilemma:
  Our client was offered to join a digital banking initiative. TASC was asked to validate the reasonableness of the digital bank’s business plan in light of the current competitive landscape and the planned value proposition

• Process:
  First, our team comprehensively analyzed the banking needs of 30 population segments, based on in-depth interviews and a long-term CBS survey. Then, the team estimated the penetration rate and prices for the new initiative based on the attractiveness of the value proposition for each segment. At last, our team validated the proposed business plan of both income and costs forecasts

• Strategic solution & impact:
  TASC proposed population segments to focus on and the relevant value proposition for each segment and identified risks and gaps within the planned value proposition. Moreover, the client received a validated 10 years business plan for the initiative and the NPV for the project

For More Information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  The Bank contacted TASC to improve the effectiveness of the mortgage lending process

• Process: TASC approached the business dilemma by analyzing funnels from both client and bank perspectives, identifying focal points for Improvement. Accordingly, steps to improve were formulated and prioritized, in light of impact assessment and applicability.Finally, the moves were classified for improvement over time ranges and a detailed characterization portfolio was formulated for each move, including assessment of resources needed to applicate each move

• Project Outcome & Impact: Improve performance in both process and performance KPI’s, along with a cohesive infrastructure for increasing customer numbers throughout the funnel stages

For more information: Ilan Bronstein, PHD Ilan.Bronstein@dev.tasc-consulting.com

• Business Dilemma:
  The bank wanted to create an innovative concept that will increase brand differentiation and support the bank’s continued high customer recruitment rate and turned to TASC to get assistance in developing a new digital concept.

• Process:
  The project included extensive user research, market research and alternatives analysis, using user research methods; surveys and focus-groups to identify users’ needs in digital banking, building personas and user-journey and analyzing alternatives for the digital concept, based on customer needs and testing the concepts using focus groups. Our team developed a new strategy formulating the bank’s new activity concept – the “Virtual Branch”, and examining the concept vis-a-vis competitors’ proposals, analyzing operational and economic implications of the concept while integrating the concept into the bank’s overall business strategy.

• Strategic solution & impact:
  TASC’s digital transformation concept was fully adopted and successfully launched and pushed for a significant increase in the bank’s customer recruitment and retention rates.

For More Information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  Based on TASC’s analysis and recommendation, a major bank decided to complete an acquisition and merger with another bank. TASC was asked to design the overall merger and post-merger integration process and provide ongoing support and oversight during the implementation process.

• Process:
  TASC planed the overall merger process including pre-merger preparations and post-merger integration. As a part of the plan, TASC helped the organization establish major milestones and define key success factors for the change; analyze organizational implications of major merger-related decisions; build capabilities; shape workplace culture; and design the new entity’s operating model and organizational structure.

• Strategic Solution & Impact:
  The merger was successfully completed based on the comprehensive and detailed implementation plan created by TASC.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@dev.tasc-consulting.com

• Business Dilemma:
  TASC was asked to build a comprehensive, 3 years strategic plan for a prominent insurance company. The company was faced with increasing competition to its core business, challenges in entering new insurance sectors as well as harness digital transformation. in order to meet the increasing competition in Direct Insurance’s core business and to enter new insurance sectors.

• Process:
  In order to deliver a complete strategic plan, the team worked in parallel to address both core business competition and operational challenges to its digital transformation. The team analyzed internal data and studied best comparable and practices in the insurance sector globally. These conclusions allowed us to identify key enabling changes to be implemented in the company’s marketing, planning and operations.

• Strategic solution & impact:
  TASC delivered a complete and actionable plan comprised of its recommendations and solutions, answering the current challenges and competitive environment faced by the company.  Solutions included detailed reform of the company’s underwriting and selling practices, novel innovative products and growth opportunities as well validation of the company’s automation and operational procedures. The plan was approved by the board and implemented by the company.

For more information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  Recent regulatory changes and increased oversight is requiring credit card companies to adapt their approaches and management of their products. The significant Revolving Credit product in particular is regarded as the focal issue in review. A leading credit card company asked TASC to help it produce an internal position paper and preliminary recommendations for operational measures based on an extensive review of comparable regulatory environments and similar products.

• Process:
  Our team began by mapping the equivalent companies and products as well as regulatory requirements and provisions in markets around the globe. When comparable countries and companies were established we examined the characteristics of the specific revolving credit market and how they provide a strategic advantage. We completed the overview by investigating key features – such as interest rates and product penetration – as well as mapping relevant substitute products in the market.

• Strategic solution & impact:
  TASC delivered a thorough revolving credit market overview in Israel and 3 other countries; the UK, France and the US. The overview included a detailed examination of substitute products, product characteristics, costs and interest rates, usage and penetration rates. This review focused on the regulatory status, including legislation, regulatory changes and future implications.

For more information: Salco Kleerekoper, Salco.Kleerekoper@dev.tasc-consulting.com

• Business Dilemma:
  Pursuant to the recommendations of the Strum Committee, and in accordance with the Increasing Competition in Banking Law, the payment landscape had changed dramatically. A leading credit card company wanted to leverage the opportunity derived from the change, side by side to the challenges in the evolving fierce competition environment.  Senior management asked TASC to assist in mapping and prioritizing alternatives to ensure double-digit growth in the consumer credit activity and business credit activity as well.

• Process
  At first, the team deeply mapped and evaluated the company performances, core competencies, the local battlefield, and drivers to change the business arena. To optimize the process we formulated a long list of key initiatives and chose the highest initiatives in the impact-feasibility matrix to promise the largest outstanding credit potential. Each initiative was developed to a high-level implementation plan, and all initiatives were combined with a detailed Go-To-Market strategic scheme. In addition to the strategic initiatives, we identified enablers whose adoption is essential to fulfilling the growth potential.

• Strategic solution & impact Separated Go-to-Market strategies for consumer and business credit activities with a high resolution of the chosen initiatives to fulfill ambitiously business goals. The proposed strategy started to be implemented by steps such as shifting in business focus, the establishment of a new line of business and adaptions in the organizational structure.

For more information: Salco Kleerekoper, Salco.Kleerekoper@dev.tasc-consulting.com

• Business Dilemma:
  Following several years of a booming economy and market consolidation, a medium-sized Israeli bank was facing increasing competitive pressure from larger players, when a dramatic merger opportunity presented itself. Management turned to TASC to assist in evaluating the strategic and economic benefits of such a merger, reaching a go/no-go decision, and if the deal was to go through – planning the merger itself and the integrated bank’s post-merger strategy.

•  Process:
  Our team began by creating a comprehensive economic model and market forecast, designed to evaluate the merger’s business case as well as to assist in the valuation of the potential acquisition. Then, the various costs, benefits, risks and opportunities presented by the potential deal were carefully analyzed, including an in-depth analysis of both banks’ activities, performance and financials. Special emphasis was placed on exploring synergistic opportunities and potential cost reductions. The first phase concluded in a positive recommendation and a “go” decision. While the deal was being structured, our team assisted management plan pre-merger preparations, design the post-merger organizational structure and set integration milestones. The next step was to devise a detailed post-merger strategic plan, providing a foundation for success after the deal closed. The process required simulating the competitive strengths and weaknesses of the integrated bank in the future market, and formulating the optimal courses of action and initiatives for each of the future bank’s business lines.

• Strategic solution & impact:
  The acquisition was approved, the deal went through and the merger was completed successfully. The post-merger strategic plan was carried out, positioning the integrated bank as one of the leading banks in the country.

For more information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  Following dramatic structural and regulatory changes in the corporate lending market, the corporate division of a leading Israeli bank was facing increased competition, resulting in declining revenues and shrinking margins. The bank turned to TASC to help create a strategic plan for its corporate activity, aimed at regaining lost ground, defending major revenue sources and creating new growth engines in both interest and non-interest income.

• Process:
  Our team began by carrying out an in-depth analysis of the bank’s operations and performance in order to identify key clients, products and services at risk and discover potential “white-spots”. The internal analysis was followed by a competitive landscape analysis and market outlook, addressing all relevant competitors, major market trends and potential cross-sector disruptions. Next, the bank’s corporate client base was analyzed and segmented according to product and service needs, through a process that included over 50 in-depth customer interviews and the creation of a NBO (next best offer) model.

• Strategic solution & impact:
  Based on the findings and on the new segmentation, our team continued by redesigning the division’s business unit structure and client management model, in order to provide more comprehensive and faster solutions to client needs. In addition, the process yielded an array of initiatives, including new lending and non-lending products, improved internal processes and expansion into new markets.The new structure, operational model and initiatives were built into a multi-year strategic plan that was approved by the bank’s senior management and board. Our team was asked to support the plan’s implementation, and assisted the successful roll-out of the new structure, model and product offering

For more information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  A leading credit card company has been experiencing drastic changes in the business landscape driven by new technologies and changing regulations. Senior management asked TASC to assist in identifying growth engines in the changing market.

• Process:
  Initially, our team set out by conducting a wide review of the current state of the market and an analysis of the upcoming changes it was about to experience. By analyzing the manner in which the upcoming changes affected different players, our team was able to create a detailed market forecast on a per-player basis, outlining the various actions, initiatives, partnerships and new value propositions we expected to witness. The market forecast was also based on in-depth regulatory research, competitive landscape analysis, and a review of similar changes and their impact on other markets, both in Israel and abroad.Our team then conducted an internal client base and performance analysis that was later utilized in order to examine alternative courses of action based on costumer behavior predictions.

• Strategic solution & impact:
  Based on the findings, our team devised an array of strategic initiatives addressing long term goals, new products to be implemented in the short term and creation of new distribution channels. The initiatives were used to form a strategic plan defining an entirely new approach to the service the company supplies. The plan was implemented, and is already promoting growth.

For more information: Salco Kleerekoper, Salco.Kleerekoper@dev.tasc-consulting.com

• Business Dilemma:
  Fast-paced technological and regulatory changes were causing a leading Israeli bank to rapidly lose ground to both traditional players and digital challengers in consumer lending – a field it had traditionally dominated. The bank asked TASC to assist it adapt to the new competitive landscape by creating market leading value propositions, sales strategies and improved pricing processes.

• Process:
  Our team began by analyzing the competitive landscape, creating a detailed mapping of the various players, products and services currently offered in the market. The next step was creating a market forecast by analyzing the upcoming regulatory changes and researching comparable markets worldwide. This forecast allowed our team to identify potential services and product offerings that would help solidify the client’s position ahead of the market.Following market research and analysis, our team processed the findings into a multi-day “war game” workshop held by senior management. The workshop was designed to provide insight into the market’s progression in the next 5 years by simulating the actions and reactions of various competitors, allowing our team to develop competitive plays designed to best anticipate the various ways in which the market could evolve.

• Strategic solution & impact:
  Following the research and analysis stage, our team outlined several potential strategic plays, including new products, services and digital distribution platforms, as well as advanced pricing processes and sales focuses. Following a prioritization process, the new products and practices found to be most effective were further developed and built into a detailed business model and work plan.

For more information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  In an era defined by fast paced progression and unstable customer needs, a large legacy bank was seeking new cooperation models that would allow it to quickly roll out new value propositions without being weighed down by its legacy systems and processes. The bank asked TASC to assist by creating a strategic framework for identifying potential collaborations, methodically scouting for innovation and creating the preliminary design for the new products and services

• Process:
  Our team began by creating a detailed map of the bank’s current product offering and ongoing collaborations. This was later cross referenced with a multi-leveled model of customer needs, in order to identify unmet needs both within and outside traditional banking services.The next stage was a wide market review, aimed to identify trends and anticipate future disruptions and shifts in customer needs. Our team then began a scouting process in which our team identified potential companies, institutions, and start-ups with whom the bank could collaborate in order to offer potential solutions to the identified “white spots”.

• Strategic solution & impact:
  The findings allowed our team to outline and prioritize a list of potential cooperation models and product offerings, ranging from operational collaborations to long term technological development JV’s.- Several innovative cooperation initiatives were approved by the bank’s management and board, and went forward to a detailed design phase and implementation.

For more information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  As part of the overall cost reduction process implemented by various banks in Israel and abroad, one of the largest banks in Israel asked TASC to examine its cash management strategy, allowing it to refine tellers` roles and cash management front office operations.

• Process:
  The process commenced by analyzing customers’ cash management use cases and then identifying alternative solutions based on benchmark, regulatory framework and competitive analysis. As a result, an overall market outlook was developed along with a set of cash management alternative solutions for different customer segments. The operational strategy was then defined and key decisions were taken along with processes redesign.

• Strategic solution & impact:
  The assignment paved the way for replacing teller and front office cash management operations, reducing manpower, and transforming the focus of branches activities from operational to high-value activities such as sales and advisory. This will facilitate the removal of more than 50% of tellers from the branches

For more information: Salco Kleerekoper,  Salco.Kleerekoper@dev.tasc-consulting.com

• Business Dilemma:
  The private health insurance market has undergone significant changes, both from the regulatory side and consumer behavior side, forcing companies to look for new digital channels and attractive value propositions. One of the largest insurance companies asked TASC to assist in shaping its private insurance division

• Process:
  Our team analyzed the Israeli private health insurance market, focusing on challenges, opportunities and dominant trends. the next step was then mapping and defining strategic alternatives for the market, aiming to help the company deal with the substantial regulatory barriers and fierce competition. To elaborate the alternatives, the team then conducted an international benchmark of private health insurance value propositions. The benchmark assisted the team to shape a new platform that would allow insurance agents to facilitate completing the underwriting processes rapidly and digitally. An implementation plan was later created that included the needed changes in operations and product offering

• Strategic solution & impact:
  The strategic plan was fully accepted by the management and implemented

For more information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  TASC has been asked by the Digital Israel directorate to develop a digital strategy for the National Insurance Institute of Israel, to improve service and functionality.- The National Insurance Institute operates with outdated methods and tools that do not allow optimal customer service.- As a result, claims handling times are longer than desired and clerks spend much of their time processing paperwork.- In addition, the institution has a large unused database, with the potential for improving decision making and customer service.

• Process
  Forming a list of digital projects for the National Insurance Institute to focus on in the next 4 years.
  For each project, we included an initial characterization of the required milestones, estimated budget, estimated implementation time and predicted impact.
  Review of advanced technology solutions that address the institution’s challenges (e.g machine learning and artificial intelligence technologies), including contacting technology companies and tailoring relevant solutions. Gathering of all key stakeholders for simultaneously implementation planning of the selected projects, using innovative methodologies.

• Strategic Solution & ImpactDeveloping digital strategy, focused on enhanced user experience, shorter claim handling times and better digital infrastructure. The strategy is currently under implementation.

For More Information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  The technological transformation of financial services and increased competition in ​​mobile payments have pushed the bank to develop a P2P application for money transfers. The bank sought TASC’s help in building the business model and an economic estimation for the new service.

• Process:
  The project included a three-phase process:Sketching possible market scenarios based on penetration and usage of P2P services Creating the business model for the service, including Innovative B2C features for SMB’s Building an appropriate P&L for the future activity.

• Strategic solution & impact:
  TASC’s recommendations were adopted by the Retail Division’s management of the bank.

For More Information : Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  In a low interest rate environment and with eroding profitability, SME becomes a segment of focus requiring review of overall strategy. A leading Israeli bank was required to review its product portfolio, level of service and channels; the bank sought TASC’s assistance in devising a long-term strategy for the segment.

• Process:
  Our team set out in internal analysis of current SME activities, including product portfolio, level of service, credit processes, digitization and customer analysis. This was followed by competitive analysis and international benchmark. Our team then assisted the bank in re-imagining the role of SME banking in 2-3 years.

• Strategic solution:
  Based on the analysis, our team devised an overall SME focused strategy detailing the specific initiatives required in order to achieve the bank’s strategic goals. The proposed strategy was accepted and is currently being implemented.

For more information: Salco Kleerekoper,  Salco.Kleerekoper@dev.tasc-consulting.com

• Business Dilemma:
  Credit card companies have been experiencing massive changes in their business landscape, mainly driven by new technologies.
  A leading player turned to TASC for help in identifying innovative growth engines in light of this changing market.

• Process:
  The project started by running war-games scenarios – predicting competitor’s strategic moves, partnerships and new value propositions Following the war games, the team led an extensive user research (consumer interviews, businesses and professionals’ round tables, surveys and field observations) and preformed an in-depth regulatory review, alongside competitors` financial and commercial performance.

• Strategic solution & impact:
  The project resulted in a concept for a new customer experience in both physical stores and online e-commerce platforms. The concept was fully adopted by the management and is being rolled-out.

For More Information : Ilan Schory, Ilan.Schory@dev.tasc-consulting.com