At its core, targeting capabilities deal with the identification and selection of disruptive business models so that businesses can recalibrate and recognize new pathways. Thinking about their brand’s identity with relevance in mind will help them discover which disruptive opportunities are worth pursuing and will assist decision makers in balancing core, as well as disruptive growth. Doing so will also enable organizations to think more broadly about their portfolio and ways to generate more capital.
mBank, based in Poland, provides a good example with its “mPower Business Starter,” a digital service model developed to simplify the process of launching a business. Traditionally, setting up a fully operative company in Poland takes between 10 and 30 days, and requires several separate interactions with a bank and the government.
Now, using the Business Starter, it takes about 10 minutes and occurs in a single interaction with the bank. The bank works in cooperation with the Polish Ministry of Digital Affairs and Ministry of Economic Development, and integrates government, bank, and accounting services (through its own mAccounting offering). And customers can create a digital signature, open a business account, and register their new company in one efficient transaction—filling out a fraction of the forms and fields they would have previously.
In the next two years, mBank expects 15 percent of companies entering the Polish market to use the mPower Business Starter.
To fully develop this capability, executives must look inward and ask, “What is it about our company that makes us relevant to customers now?” Not only will it allow them to develop a robust targeting strategy, but they will benefit from having a clear goal in sight with the peripheral vision to see other opportunities.