09 · Business Development and Project Management
New financial services from study to partnership
Large organisation with decentralised customer access points.
Situation
A large organisation with decentralised customer access points wanted to extend its existing service portfolio with new financial services. Implementation required collaboration with external financial service providers and involved several demanding areas at the same time: regulatory requirements, payment processes, technical integration, operational workflows, market acceptance and commercial viability.
Before implementation, the organisation needed to understand which services were feasible, how existing and future systems could interact and which offerings were suitable for pilot initiatives. The questions were closely connected, but different business and technical teams initially viewed them from separate perspectives.
Approach
Hosang Consulting connected the study, structuring and implementation phases through one integrated approach. The contribution included: structuring and supporting feasibility and integration studies, analysing payment processes, system landscapes and possible interfaces, bringing together regulatory, technical, operational and commercial requirements.
The contribution also included: translating findings into prioritised use cases and implementable project components, structuring a target model for the gradual introduction of new services, supporting partner acquisition and partner ramp-up, leading and supporting a pilot initiative, contributing to product, channel and pricing models, aligning business, technology, operations, decision-makers and external partners, and preparing the handover to the subsequent implementation organisation.
Result
Several initially separate questions were transformed into one shared decision and implementation architecture. The organisation gained: an aligned target model for new financial services, prioritised use cases, structured technical and process integration options, a foundation for pilots and market testing, viable approaches to product, channel and partnership models, clarified responsibilities for further implementation, and a structured handover to the subsequent implementation organisation.
The case demonstrates how studies and technical questions can evolve into a concrete business-development initiative with implementable partnership models.
Transferable insight
New services are not created by a strong product idea alone. They require a shared architecture connecting market needs, regulation, processes, technology, responsibilities and commercial viability.