Nowadays, the banking industry is suffering. This is happening because traditional banks do not offer anymore what new generations want. The youngest generation is represented by Millennials; studies confirm that in 10 years they will be more than a half of the whole Italian population. To attract this segment, it will be necessary to rethink the portfolio of services. Companies such as Amazon, Google, Facebook and Samsung are the future competitors in this industry. Hence, it is important to understand why Millennials are so attracted by new-comers and why they find so valuable these alternative proposals. New generations are looking for simplicity, intuitiveness and informality. Currently, the offer is mainly focused on making services easier and faster to be managed. The new direction is to design services that organize automatically people’s stuff.

1. «LEADERSHIP & INNOVATION PROJECT»
(Prof. Verganti)
Academic year 2016-2017
Fabio Congiu 878152
Francesco Cordella 875839
Filippo Cheli 876241
Murat Yucel Arslan 874597
Muhammad Arsalan 877239
Marta Cannistrà 878665
Diaa Mohammad 883941

2. PAG.6
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PAG.13
IN-Genium SOLUTION
PAG.15
PAG.17
PAG.19
PAG.21
PAG.23
PAG.24
PAG.33
PAG.35
PAG.36
PAG.37
PAG.38
PAG.40
PAG.42
PAG.44
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PAG.48
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PAG.50
1. MARKET ANALYSIS & INTRODUCTION
1.1. WELCOME TO ING
1.2. COMPETITION
1.3. S.W.O.T. ANALYSIS
1.4. ING FOR A SUSTAINABLE FUTURE
1.5. AS-IS PORTFOLIO IN THE ITALIAN MARKET
1.6. TRENDS SHAPING THE INDUSTRY
1.7. MILLENNIALS
2.
2.1. INTRODUCTION
2.2. NEW MEANING
2.3. IN-GENIUM NEW SERVICES
2.4. USE CASES DIAGRAMS
2.5. PERSONA: GIULIA
2.6. CUSTOMER JOURNEY
2.7. FEASIBILITY
2.8. AGREEMENTS
2.9. HOW TO REACH THE MARKET
2.10. BUSINESS MODEL CANVAS
2.11. FUTURE GUIDELINES
3. TEAM ORGANIZATION
3.1. INTRODUCTION
3.2. THE PROCESS
3.3. WHOLE-BRAIN
3.4. OUR CONSIDERATIONS ON THE EXPERIENCE
4. APPENDIX
4.1. THINK FORWARD STRATEGY
4.2. NET PROMOTER SCORE
4.3. USE CASE THEORICAL EXPLANATION
4.4. COSTS AND BENEFITS ANALYSIS
5. REFERENCES
CONTENTS
2

3. EXECUTIVE
SUMMARY

4. Nowadays, the banking industry is suffering. This is happening because traditional banks do not offer
anymore what new generations want. The youngest generation is represented by Millennials; studies
confirm that in 10 years they will be more than a half of the whole Italian population. To attract this
segment, it will be necessary to rethink the portfolio of services. Companies such as Amazon, Google,
Facebook and Samsung are the future competitors in this industry. Hence, it is important to
understand why Millennials are so attracted by new-comers and why they find so valuable these
alternative proposals. New generations are looking for simplicity, intuitiveness and informality.
Currently, the offer is mainly focused on making services easier and faster to be managed. The new
direction is to design services that organize automatically people’s stuff. IN-Genium services aim at
redesigning the concept of banking. They should be closer to people and helpful in everyday life. IN-
Genium jumps on the advanced analytics bandwagon giving customers the chance to finally match
together money management, purchasing habits and organisational tools. These App’s services allow
customers to directly connect e-commerce platforms to their bank accounts using a smart calendar.
IN-Genium mainly offers:
1. Sub-wallet to manage simultaneously multiple savings purposes;
2. Bot2theShop to take care about periodical online shopping automatically;
3. Shopping Special Playlist to remind to order shopping carts for extraordinary events;
4. Reminder which allows the user not to forget any important payments.
A system of notification represents the real-time connection between customers and services. In
addition, Decision Support Systems will make customers’ eyes glaring, providing other flexible and
competitive offers. The project’s feasibility is fundamental to enter in this segment promptly. The
know-how and short time-to-market represent a real necessity. From costs analysis emerges that this
App could require approximately 3 million € (the most relevant part of this investment is the
marketing campaign). Benefits generated are:
1. Enlargement of customers base;
2. Reinforcement of Brand;
3. Increase in customer loyalty.
These services are just the first step for a more challenging long-term project. The final aim is to
create an ING platform which allows ING clients to be connected with e-shops, trying to compete
with the emerging entrants.
4
EXECUTIVESUMMARY

5. 1.MARKET
ANALYSIS&
INTRODUCTION

6. ING is a global financial and insurance institution, whose main headquarter is located in Amsterdam.
The group was founded in 1991 by a merger between Nationale-Netherlanden and NMB Postbank. In
20 years, the Dutch brand has become a standalone leading European bank which counts more than
54,000 employees. Such a growth has been achieved thanks to several strategic acquisitions driven by
a globalization program. ING is offering banking services in more than 40 countries (Fig. 1)
representing a point of reference in terms of: customer centricity, economic contribution,
stakeholder engagement and human capital. In the last five years, ING has been constantly growing
and extending its network gaining more than 35.8M of customers.
Such achievements have led the Group to be the 26th most valuable bank brand in the world. ING in
2016 got a TIER1=14,2%(1) and a ROE=9,5%(2).
Figure 1 - ING geographical distribution
(1) The Common Equity Tier 1 capital expressed in percentage the solidity of a bank in case of economic crisis, is calculated by
dividing the paid ordinary share capital with the risk-weighted assets.
(2) ROE stands for Return On Equity and measures the ratio between the net profit generated and shareholders’ investments.
6
1.1.WELCOMETOING

7. In the last years, the online banking segment is becoming more and more crowded and the risk in the
future is to become overpopulated. All banks are progressively shedding skin adapting to the online
context. In this regard, due consideration should be given to the impact of digitalisation and new
technologies on dropping entry barriers. Therefore, the industry has to cope with two relevant issues.
Firstly, the lumbering presence of substitute products that have made considerable progresses in
creating an alternative market for banking services (PayPal, Digi-Wallets, etc). Secondly, the presence
of potential new entrants ready to exploit their Big Data to provide banking services bypassing
ordinary channels and intermediaries: Google, Amazon, Facebook, Samsung. On the other hand, the
overcrowding of the industry is partly offset by the increasing number of possible customers thanks
to the alignment to the online environment and to its opportunities. The battle to grab new
customers is ruthless: customers will not easily move from a company to another one due to high
switching cost, especially in terms of time and information. To attract the highest possible number of
customers, cyber security, cloud services and partnership with digital actors (i.e. e-commerce
platform) are becoming strategic. All these factors are affecting the industry in a negative way,
increasing the competitiveness and forcing the existing companies to find out a new solution to face
this revolution.
Figure 2 - Market players
Figure 2 classifies financial
actors from the inside out. The
inner part of the graph
represents “classic banks”
which offer all the services with
a strong physical evidence.
Then, heading the way through
the external circles, banks
become firstly “online based”
and the outer section highlights
other “digital competitors” that
are trying to enter the business
by offering a single financial
service (ex. payments, e-wallet
management).
7
1.2.COMPETITION

8. 1.4.INGFORASUSTAINABLEFUTURE
In this environment, the main challenge for a bank is to maintain intimacy with customers who ING
seldom meets in person, being an online bank. ING would like to bring its customers a new platform
which extends beyond banking so that ING will be able to provide financial pictures across time,
actionable insights and useful advices to make smart financial decisions. To be aligned with this
vision, the Company must have strong values and be forward-looking to take into account the way in
which the industry is modifying. For this reason, in January 2015, ING launched the “Orange Code”, a
framework (a philosophy) that gives guidelines for how the Group stays true with its purpose focusing
on reinvention and empowerment.
Figure 3 - S.W.O.T. analysis
The S.W.O.T. analysis highlights key points in each of the four categories, assessing their impact on a
scale from 1 to 5. ING should focus on its strength in order to seize the opportunities that the online
banking offers.
8
Impact
motivation
Strenghts
Weaknesses
Opportunities
Threats
Impact on
the business
1. Global presence
2. Omnichannel distribution
1. Need for more agility
2. Legacy IT
40 countries
Web, mobile, social network, helpline, branches
Investment of 800 mln€: Think Forward Strategy
1. Improved trust
2. Offer differentiating
customer experience
1. Competition: new entrants
2. Cybercrime
Contrasts with countries legacy IT
Objective: be more transparent to clients
Customozation of offerings and profiling of users
New entrants from different industries
Particular attention to DDoS and identity theft
1.3.S.W.O.T.ANALYSIS

9. Nowadays, a company’s set of objectives must
provide a broader strategic vision and must be
structured into three relevant topics, in
accordance with the Triple Bottom Line
framework, otherwise known as the “3Ps
model” (Fig. 4).
In this light, ING, as shown by the “Think
Forward Strategy (3)”, believes that the role of a
financial institution is to support and promote
economic, social and environmental progress
and at the same time generate healthy returns
for shareholders.
(3) & (4) see the appendix at pag. 48
ING has classified four strategic priorities that play as a means by which they create a differentiated
customer experience and get a competitive advantage against other players:
1. Earning the primary relationship;
2. Developing analytic skills to better understand customers;
3. Increasing the page of innovation to serve changing customers’ needs;
4. Thinking beyond traditional banking to develop new services and business models.
Therefore, from a non-financial point of view, the commitment to customers and sustainability are
reflected by the high level of Net Promoter Score (4). According to the NPS survey conducted in 13
countries at the end of 2016 ING was at the 1st bank in the 7 countries (Australia, Austria, France,
Germany, Poland, Romania and Spain). Net Promoter Score (NPS) measures both satisfaction and
customers’ loyalty.
Figure 4 - 3P model
9
Orange Code Values: non-negotiable promises made to the world no matter what: to be honest,
responsible and prudent. Orange Code Behaviours: take it on and make it happen, help others to be
successful, stay a step ahead.
“Act with integrity, balancing the rights and interests of all involved”

10. ING operates in parallel in B2B and B2C markets. The core unit is the retail division of ING Italy, which
counts for more than 1.100.000 clients and an approximate volume of business of 20 billion €
annually.
Currently, ING Italy Portfolio (Fig. 5) is made by a mixture of both financial and insurance services
aimed at guaranteeing customers the most reliable possibilities in terms of money management and
protection. The offering is characterized by simplicity, transparency and good economic conditions.
The purpose is to assess the contract and cover all the basic and fundamental needs of families and
savers, moving from loans to trading without considering at all the new impacting trends in the
industry.
Nowadays, the industry has to cope with the fast-paced developments in digital technology and
customer behaviour, generating a common need to speed up the beat of transformation to offer a
new winning experience. It is evident the shape of digitalisation in banking, in particular the fast
growth of mobile App as the most relevant front-end interface. Those developments are making the
market more dynamic, offering new opportunities to re-define the customer experience.
1.6.TRENDSSHAPINGTHEINDUSTRY
10
Figure 5 - ING AS IS portfolio
1.5.AS-ISPORTFOLIOINTHEITALIANMARKET

11. The change from the traditional banking system to a customer centric financial ecosystem is the main
challenge for financial institutions. The world is now living “the Bank Revolution”.
Digital technology & data analysis
Technology is modifying everything. Leader Banks must urgently pursue digital simplicity: they must
develop their digital and data capabilities to radically simplify their businesses and improve customer
experience.
Across the world, all the financial institutions are rolling out a set of initiatives that focus on new
digital technologies which are expected to change how they attract and retain customers. The
relationship between banks and their customers, as in other industries, is increasingly becoming a
digital one. Digitalisation challenges banks to maintain intimacy with a customer who they rarely
meet face to face. The trends explained below are the most impacting and relevant ones for what
concerns banking:
1. Banking of things (BoT): wearable and biometric devices, cars, homes, offices and even the built
environment will initiate transactions directly with banks in real time;
2. Robot force: replacing human being not just as robot advisors but also proactively in analytic
services;
3. Data monetization: the possession of a rich amount of data is hardly unique in today’s world.
Indeed, data itself is increasingly becoming a commodity. But, the ability to monetize data
effectively can be a source of competitive advantage in the digital eco-ambient;
4. Big data: the digital interface also provides a wealth of data on customers’ preferences and needs
that give banks important insights to create a close link between the application and the
customer itself.
Living «the Bank Revolution»
11

12. Customer centricity and «MY BANK»
The increasing number of digital channels creates opportunities for banks to develop more
meaningful relationships with consumers by using data to optimize the experience. Through
customers information, banks are able to meet their needs (both latent and explicit) achieving
sustainable, valuable and long-term relationships. The objectives of this strategy can be summed up
with the following four pillars:
1. Everything is personal: capability to adapt services to customer’s requirements.
2. Non-stop; always on: the capability of the Bank being 24/7 by offshoring; connected via any
media with clients.
3. Intermediate everything: banks started to intercept and serve non-financial needs.
4. Social value chain: involve the customer in the creation of the offer in crowd sourcing ideas.
12

13. Millennials, a generation born between 1981 and 2000, have just outnumbered the Baby Boomers. To
better understand this generation and achieve a broader picture of the opportunities they represent,
it is necessary to focus on their habits and identify the pivotal points which should be taken into
account to create a new winning digi-tailored proposition. They are the first digi-natives and their
affinity for technology can be considered under many different perspectives starting from their daily-
routine, characterised by mobile devices overuse, to the way in which they shop. Price comparison,
product information and peer reviews affect how they purchase. Considering their habits, it is
important to underline some other factors which might be seen as irrelevant, but are the key of the
change in the retail pattern. Firstly, they delay some stages of their life such as getting married and
moving out on their own, and they have shown different attitudes to ownership that have spawned
what is called a “sharing economy.” Secondly, they are dedicated to wellness, devoting time and
money to exercise and eat in a right way. Their active lifestyle influences trends in everything from
food and drink to fashion. Millennials are rapidly maturing in terms of their economic strength, social
influence and political power. Their impact on society is becoming disruptive: technology,
collaboration and entrepreneurship are pillars to create, transform and reconstruct entire industries.
Talking about banking, the fact that Millennials would never think of going into a bank branch to take
care of their financial needs represent a tremendous upside opportunity. If banks bring Millennials
into the fold, meeting them halfway, they will provide customers the possibility to enter a “new era of
banking” completely customer centric and technology driven.
13
Millennials are more likely to conduct common banking-
related activities via digital channels than other surveyed age
demographics
1.7.MILLENNIALS

14. 2.IN-Genium
SOLUTION

15. Throughout continuous efforts, banks attempt to anticipate customer needs and to create attention
on innovation and creativity. ING, as a leading company, must be at the cutting edge of change. To
stay on top, ING needs to offer a customer experience that is instant, personal, frictionless and
relevant: it should meet customers expectations and have interactions with other leaders in the
online digital experience. Underpinning that experience is ING’s Customer Promise: to be clear and
easy, with an omnipresent service that empowers customers to make smarter decisions. For banks,
the capability to create offers able to attract a significant number of young customers become
crucial.
How should banks deal with it? Differentiation is the key in an environment where substitutes are
highly available. Banks should think and act beyond the boundaries of traditional banking looking for
uncharted solutions and moving to a new augmented banking experience.
Think and act beyond the boundaries
15
2.1.INTRODUCTION

16. As a point of reference, the Service-Opportunity matrix, in Figure 6, shows possible approaches to
set up a concrete growth for a general service company, comparing decision making factors. The
main concern of the banking industry is finding a way that drives to a “Spatial Expansion” strategy. In
a nutshell, banks should create linkages between existing activities and new adjacent services not
directly connected to the primary ones.
The idea is creating value focusing on the Customer Activity Chain(5): develop a portfolio of
differentiated activities with a high level of customer orientation.
A winning approach is focusing on offering services that go in a new direction. This could allow
companies to set new future standards, to create awareness among customers and to shape a new
portfolio of meaning-oriented services.
(5) The customer activity chain represents the logical sequence of activities related to the business value chain, in the
banking case all the activities associated to loans, payment, money management and so on.
.
16
Figure 6 - Service-opportunity matrix
“Creating growth with Services”
(Sawhney, Balasubramanian, Krishnan)

17. 17
Heraclitus who is an ancient Greek philosopher (535 BC - 475 BC) stated this sentence to point out
the inevitability of change. In our contemporary world, the change is much faster than old
Heraclitus’ time. In this highly dynamic world, people have very limited time, tighter schedules and
high pressure on personal budgets. In such a complexity, people are looking for productivity and
efficiency in order to survive in this wilderness. This context pushes people to individualism. 20th
century’s collectivism replaced with individualism. Millennials or “me me generation” show the main
traits of this environment, since they were born and grown up in this context. Due to their self
driven behaviours, people always want to feel special and to be treated uniquely.
Therefore, it is necessary to know each customer deeper, since everyone is different. Being always
connected, an enormous number of interactions and information can be collected, since people
leave footprints behind themselves: data. Companies should collect these data. In this way, it is
possible to obtain more productive and meaningful results. IN-Genium wants to seize the moment
and embrace all these opportunities by proposing and guaranteeing customers a very special
treatment marked by a radical change. The aim is to expand the concept of what a bank is and what
it means for people: not just a traditional financial institution suitable for money deposit and
withdrawal, but a “friend” which could provide a more convenient way of managing your money and
saving more time. ING can become a player in people life, an active one, knowing its own customers
thanks to data collected. Now, the challenge is finding the best approach to give people what they
want in a more convenient manner.
“No man ever steps in the
same river twice, for it is not
the same river and he is not
the same man.”
(Heraclitus)
2.2.NEWMEANING

18. Usually, people care about everything, but what happens if they can avoid thinking about boring
things (e.g. being reminded of a date or a payment deadline, manually placing e-commerce orders
every time, or wasting time in planning for savings)? Why should they go shopping instead of staying
on the couch drinking something? Why should they open a dozen of mobile applications to manage
their stuff? Why someone cannot do it for them? And why cannot be someone they trust and with
great resources and competences? The App is a tool that people can use during the day to avoid the
routine and dedicate time to themselves. If currently banks help customers in organizing, from now
on, they will organise for them. Everyone does not have to organize their stuff anymore, the bank
can arrange it for them according to their profile. This is the starting point of the solution: “Make it
easier, no worries anymore!”.
Hence, if in the past the bank provided loans and protected depositors' money, in the future the
bank will play an active role in customers life, being a friend that will organize for them.
«Bot2theShop, Sub-wallet and all other services, designed by IN-Genium, aim at
introducing bank in everyday life and making it work for customers. The offerings
give value to your free time and to your desires. What is important for people
becomes relevant for the bank».
Type of purpose
Utilitarian: I use these new services because I can let someone else work
for me. They generate more value for my life in terms of free time and
savings.
Symbolic: I like these features especially because they represent something
I would never expected to receive from my bank. It seems that the bank
takes care of me without asking anything back and I feel the bank closer.
Emotional: I am followed in my everyday financial goals by someone with
competences. I use these new services because I feel protected by
someone who cares for what is important for me.
18
I use banking App
because it helps
me in organising
my stuff in an
easier and more
efficient way.
I use banking App
because it organises
my stuff instead of
me. It provides
autonomously
services aligned with
my profile.

19. “more savings with zero efforts”
The sub-wallet is a service that allows users to save money for a specific purpose (e.g. a new
computer). The customer can create a new sub-wallet by passing through “create new sub-wallet”
section. To open a new one, three mandatory fields and an optional one have to be filled. More in
details, the user has to specify the subject (the purpose), the deadline (the date by which all the
money need to be collected) and the necessary total amount. Giving higher flexibility, users can also
set up the frequency by which money are put into the wallet (daily, weekly or monthly): the system
can estimate the quota dividing the total amount by the number of weeks or months until the
deadline. If the customer does not indicate specific frequency the system suggests by default a
monthly one. The customer can modify the sub-wallet settings, monitor progresses and add extra
money. Periodically, the system runs forecasts and cross-analysis among all user’s sub-wallets to
generate suggestions about the allocation of money. The advices suggest how to modify sub-wallets’
settings to respect all the deadlines. To stay on time with customer expectations and desires, the
system can work in three different directions:
1. Propose alternative splitting of extra money across different sub-wallets;
2. Postpone deadlines;
3. Estimate new quotas at least for temporary time windows.
IN-Genium proposes a set of services (Sub-Wallet, Bot2theShop and Shopping Special Playlists) with
the goal to create a direct link between customers’ needs and financial activities. All those services
are connected with a smart calendar, which represents the main interface of the App. Through the
calendar, it is also possible to access other options such as notifications and reminder which can help
the customer from an organisational point of view.
Calendar
19
2.3.IN-GENIUMNEWSERVICES

20. Bot2theShop
Special playlist
“it’s time to get shopping organized”
Shopping Special Playlist is a service that allows users to create and modify lists of goods by copying
and pasting e-commerce URLs. Each playlist is connected to a specific date on the calendar. The
system sends a notification on the last day available for submitting the order and receiving all
selected items on time. If needed, the Shopping Special Playlists can be also shared with other ING
clients, that can add or remove goods.
(6) The wallet contains exactly the amount necessary to cover the purchase. In this process the e-commerce platform
associates the payment with the customer without having visibility and access to customer sensible data and information.
20
“set your carts and don’t worry about the rest”
The concept of Bot2theShop is to reduce efforts for periodical purchases. Users can allow the system
to send periodical orders to specific e-commerce platforms. Customers only have to authorize the
connection between ING App and e-commerce platform. The user can directly login with the bank
account connecting their favourite e-shops by filling the fields in ING App or by taking a picture of the
barcode in the fidelity card of their e-shop. Once connections are set up, using the ING app, users can
create shopping carts by choosing all desired items. Then, customers can set the frequency of the
deliveries. All the shopping carts can be modified at every moment. The supermarket is notified in
real-time about the customer’s list of items and it is responsible for the on-time delivery; while ING
manages the payments automatically using the data of the user’s bank account. The system allows
the user to create orders all coming from a unique e-shop (in the same cart, it is not possible to put
items sold by different platforms). Therefore, ING, being directly connected with e-commerce
accounts, can monitor purchases. “Bot2theShop” gradually profiles users according to their historical
data. By profiling possible patterns, the system suggests customized offers, price comparisons and
shopping carts modification. To reduce risks in transactions, a temporary wallet(6) is created. In this
way, ING can decouple customer’s bank account from single transaction.

21. In this section, the main architecture of the system and connections among actors are explained. To
better describe the architecture of IN-Genium services, the Use Case Diagrams are given below. The
Use Case diagram is a simple depiction of how the different actors are involved in the process and
how they interact with each other. The main actors involved are: users, e-commerce entities and the
BOTs (technological tools by which all the interactions take place). Use Case diagrams shown below
represent Bot2TheShop services (Fig. 7) and Sub-Wallet (Fig. 8).
2.4.USECASESDIAGRAMS
Reminders are important to not forget anything (e.g. an important birthday or a payment). To create a
new reminder, the user has just to choose the section "Set a reminder" and add all the information
required (subject, expiration date and time). A notification will show the selected day to remind the
event. Notifications are a transversal tool. They are the means through which the App communicates
with the user, suggesting or reminding him of something. If notifications have a reminding function,
the user can only inspect the information. On the other hand, if the message is related to specific
choices (e.g. payments, purchases, or sub-wallet info), the customer has to make a decision among
different alternatives provided by the system.
Reminder Notification
21
Figure 7 - Use case Bot2theShop

22. For further technical information about
Use Case diagrams, please see the
Appendix at page 49.
22
Figure 8 - Use case Sub-wallet

23. 23
surfing the web
15%
Spotify
25%
Taking pictures
20%
NETFLIX
20%
Hanging out with friends
10%
travelling
10%
Full time worker
• Actual position: junior consultant at Deloitte (Digital
business area)
• Sometimes she works from home on weekends
Job dedication
low high
Amount of free time
low high
Tech empathy
low high
Innovation propensity
low high
«Hi everyone, I’m Giulia Martini and I’m 26 years old. I
graduated in Digital Business two years ago and I
moved to Milan to work. Living alone in a one-room flat
is very exciting, but requires a lot of organization and
extra efforts. I love my work, but I wish to have more
free time for my own. I can’t stand wasting time for
marginal activities.»
About me…
Personality traits
Amable
Ambitious
Orderly
Friendly Giulia:
• Has many friends
• Is a hard worker
• Loves to travel, looks for new experiences
• Tries to exploit, as much as possible, her
free-time and loves when tech helps her in
doing this
Social channels:
Tech devices: iPhone and Macbook ProCurious
Geek
Positive
2.5.PERSONA:GIULIA
Life style
Business profile Most visited websites
Polite
Future dreams
Giulia’s dreams:
• Starting a family
• Having a job experience in a
foreign country
• Buying a bigger house with a
lovely garden
• More free time
Giulia’s free time
I wake up
early, at 6.30
I slowly savour
my breakfast
I head Deloitte,
meeting at 8.30
13.00, I have my
lunch hour
I drive mad,
8.30 is far off
I’m finally back,
it’s 21.15
24! Let’s recharge
my batteries
My
tipical
day

24. Giulia, an ING’s client, discovered the new services offered by her bank on “Futurism.com” and
started to use them a few months ago. She immediately liked them because they manage her time
and money in a very efficient way. She set two sub-wallets: one is for buying a scooter and another
one to pay for her holidays. The first sub-wallet, named “Motorbike”, has the expiration day on
November 2017 and it requires 1500€. For her scooter, Giulia decides to set up a monthly installment
of 100€ with a predicted duration of 15 months. The second sub-wallet has been set for paying
holidays and its deadline is on 22nd of July. To realize her second goal, she has set a total amount of
500€ with monthly deposits of 50€ per month. Giulia has not so much time to go to the supermarket
so she appreciates a lot the “Bot2TheShop” service. She cares about her health, for this reason she
has set a weekly order of fruit and vegetables. She receives every Monday fresh food from Cortilia, an
e-commerce platform that delivers food from different farmhouses close to Milan.
24
Figure 9 - Login and calendar interface
2.6.CUSTOMERJOURNEY

25. Giulia uses a lot the new services of ING, also by setting reminders to pay the subscription to public
transportation, bills, taxes, etc. For this reason, waiting for the motorbike, Giulia has to go work using
public transportation and she has to pay a monthly subscription to ATM. In order not to forget the
payment of the subscription, she sets a reminder on 2nd of July (Fig. 10).
Checking the pantry, she realizes she is running out of some items, but she is in a hurry and cannot go
to the shop. She decides to set up a new shopping list, adding products that she usually consumes
monthly. After the login with the fidelity card of Esselunga, her favourite supermarket, she starts to
search for the items. Firstly, she chooses pasta, more precisely spaghetti n°5 -she loves them- , then
oil, salt, detergent, toothpaste and makeup remover. She sets delivery date every 10th of the month.
(Fig. 11).
25 Figure 10 - Reminder for the calendar

26. 26
Figure 11 - New Bot2theShop cart

27. Figure 12 - ATM notification
The first notification arrives on the 2nd of July, when the system reminds Giulia to pay the ATM’s
month subscription in order not to get it expired (Fig. 12).
Another notification will arrive the following month but Giulia will be on vacation for almost the
entire August so she switches off the next reminder by changing the settings in the specific section.
On Monday the 5th, Giulia receives her weekly shopping cart from Cortilia. Few days later, on Saturday
the 10th, she receives also her monthly shopping from Esselunga. The second week is coming. On
Tuesday 13th, Giulia decides to create a special playlist (Fig. 13) to collect all the items necessary to
organize a surprise party (20th of July) for her friend; Martina. Giulia does not want to forget anything
for the party (plastic cups, festoons,..), so she shares the list with Martina’s boyfriend Giorgio;
another ING user. Giorgio completes the playlist by adding what she forgot: multicolored balloons.
27

28. Figure 13 - New shopping special playlist
On Tuesday the 16th, a message notifies her to buy everything in the playlist to have all the deliveries
on 20th July: Martina’s birthday. Giulia accepts as shown in Figure 14.
The week starts, as usual, with Cortilia’s package which arrives at Giulia’s home and she decides to
suspend the service for a week because she will be away for work the next week. (Fig. 15).
28
Figure 14 - Shopping special playlist notification

29. On 20th, the Amazon order arrives on time. Everything goes well and Martina loves the surprise. On
Thursday 22nd, the “Holiday” sub-wallet expires and the system reminds her if it can proceed with the
payment. She accepts and ING directly pays the travel agency with an ordinary bank transfer.
29
Figure 15 - Suspension of Cortilia weekly cart

30. In September 2017, Giulia will start a photography course. For this reason she wants to buy a new
Camera. Searching on Amazon, she finds a very good Reflex that costs 330€. So she decides to create
a new sub-wallet to collect money for it. She adds the name “New Camera”, the amount, a monthly
frequency and the deadline (Fig. 16).
Giulia wants to check the progress for the “Motorbike”, so she chooses the specific page from the list
and she accesses all the settings (Fig. 17).
30
Figure 16 - A new Sub-wallet
Figure 17 - Check the progress of the sub-wallet

31. On Monday the 27th, the system proposes a
change to Giulia: in fact, her sub-wallets are no
more well balanced and the amount for
“Motorbike” will not be completed by
November. So, the bank suggests Giulia to
change the settings in order to reach the exact
amount requested by the expiration date. It
gives her 3 possibilities: the first is to add extra
75€ this month, the second one is to set a higher
monthly amount equal to 110€ and the third
option is to move the expiration date to
December. Giulia decides to choose the first
option.
31
Figure 18.a - New settings for the Sub-wallet
Figure 18.b - Notification of new settings for the Sub-wallet

32. Figure 19 - Suggestion for Bot2theShop cart
The system suggests Giulia the best products according to her previous purchases and her behaviors.
On the last day of the month the system suggests her to change items from “Esselunga monthly cart”.
The notification proposes to change the “Spaghetti Barilla n.5” with “Spaghetti Esselunga” because
they are cheaper and with this purchase she will obtain more fidelity points. Giulia accepts. (Fig. 20).
Giulia’s month is over and now she is ready for her holidays.
On 30th a notification appears. It is a suggestion to better manage the shopping carts. The system,
through analysis and patterns, realizes that she has bought four Nutellas in the last four months (it
has access to the information about the fidelity card so it can create suggestions for future
purchases) and it suggests her to add Nutella to her “Esselunga monthly cart”, she is very happy
about the suggestion and she accepts.
32
Figure 20 - Suggestion for cheaper products

33. Figure 21 - IaaS framework
The just outlined services bring to light reasonable doubts about some technical issues. One question
here is how to manage the link between the ING App and other digital platforms. In short, it is all
about how to establish a direct connection between the two entities directly using the bank account.
“iframe”, a computer coding technology, can be used. It allows customers to move through external
websites straight from the ING App. The IT language needed is simple and accessible (i.e.
technologies based on HTML coding). The client, by clicking the e-commerce platform dedicated
section on ING App, opens a virtual window on the e-shop website. The virtual page permits to select
required items using the host website features. The following paragraph shows an example of an easy
“iframe” code.
Very symplicistic example of frame option in HTML coding
<html>
<frameset>
<frame src=«url sito»/>
</frameset>
</html>
[Add the web site]
[Open frame tag]
[Close frame tag]
Another important factor is how data can be stored without
letting costs slip out of hands. To solve such a problem, the
best solution is Cloud services. In greater detail, ING needs a
IaaS configuration (Infrastructure as a Service) which provides
storage capacity, virtualization tools and the possibility to
compare and extract data from different sources. This type of
solution is already provided by several digital actors as Amazon,
Aruba. Regarding the cost, ING would pay a renting fee
proportional to the quantity of data managed. Internal
management actions related to security should be delegated to
security specialist due to the presence of a significant number
of sensitive information.
33
Keeping data secure is not an option but an obligation. ING needs a calculation force to make forecasts,
comparisons, cluster and profile creation and to implement, integrate and compute with the App, IT
specialists to make it viable.
2.7.FEASIBILITY

34. After the description of all the technical enablers needed to develop IN-Genium proposition, is
required a focus on existing services, based on the same logic. The undertaken analysis is
composed by four technological areas:
AI & big data analysis
Several start-ups and applications have already developed algorithms and data management
system that potentially could be applied to our solution.
Calendar interface
We think that it can be realized with a similar approach to Google Calendar
App. Google users can automatically register and synchronized on the
Calendar for all the services (Skyscanner flights, Airbnb flats and online
bookings) using a Gmail account.
Push notification system
All the smartphone are already equipped with standard push notification system (Apple Push
Notification service (APNs) and Android 5.0 (Lollipop)), that can easily sustain IN-Genium services. We
focus on the introduction of a Push Notification Optimization (PNO) system. This software manages
notifications according to customer preferences, in terms of a number of notifications per day and
comfortable time slots.
Comparison shopping program
For the Bot2TheShop, it is necessary to set up an efficient interface/software that compares shopping
proposals. This technology can match and make horizontal analysis among different online platforms
and catalogues, finding the best product in terms of price, rating and, in some cases, delivery time.
For us, the price constraint is just sufficient.
34

35. To effectively implement the solution, ING has to conclude some agreements with third parties. E-
commerce platforms, such as Esselunga or Amazon, must feel involved in all stages so that they are
sure e-shops can accept this partnership. A win-win partnership that gives advantages for both the
actors is a key issue. Analysing ING side, multiple advantages may arise from the agreements. Firstly,
many customers, being in control of their activities just by one click, could be attracted by reducing
time wasting in annoying activities. The more the people use the app, the more ING can increase its
customer base according to the “Network Effect”. The increasing amount of data about users
represents a winning competitive advantage: the bank has the possibility to give suggestions and
customized offers based on relevant patterns. Last, but not least, ING can improve its customers’
loyalty. The increasing degree of interaction between users and the App constitutes a significant
impact in customer involvement. On the other hand, advantages for the e-commerce platforms are
monetary and commercial. The user must log in with his fidelity card or access details to create
shopping playlists. Doing this, the shops can both gain and keep customers. Clients’ orders are sent
directly to the e-shops, they are in charge of the delivery and they can process the data related to the
different purchases. In this way, they can provide customized offers to clients and can make
suggestions about the convenience of their private label, creating a direct relationship without being
intrusive with advertising.
Win-Win partnership
35
2.8.AGREEMENTS

36. The Gantt diagram shown below helps in better understanding what are the main phases to launch a
product. Despite the fact that the longest phase is the “design” one, special attention should be paid
to monitor developments in the prototyping & testing phases. Virtual simulations, advanced
feedback system, data analysis and tests are crucial for the identification of improvements to be
made. In all the phases, transversally, clusters of claims, criticism and information are sent to
engineers in order to continuously improve the App. Additionally, in the “control” phase the “Beta-
Testing” represents a key point: selected external users can use the App as a sample, providing
suggestions and opinions about their usage sessions.
36
Figure 21 - Gantt diagram
2.9.HOWTOREACHTHEMARKET

37. Customer side
Value proposition Customer relationship
Channels Customer segments
Revenue
streams
The offer is addressed to Millennials, especially
Italian non-resident students, young worker and
Erasmus people.
They search for time saving, convenience of the
offer and they are tech-friendly.
IN-Genium offers new services to help customers in
managing their time in a better way by letting the
bank do the activities instead of them.
ING takes care about people as only a friend does.
It follows them in their everyday life by avoiding
them worries.
The services will be spread by all ING channels,
such as the App, Facebook page and website.
The services are completely free. ING can take advantages from the
growth in customers’ loyalty and potentially new clients attracted by
the proposal.
Company side
Key partners Key activities
Agreements with e-commerce platforms and
supermarkets. More partners ING will reach, the
more valuable will be the offer.
Firstly implementing and coding the App. Then
deals with partners have to be done.
Making an effective marketing campaign to spread
awareness about the services.
Continuous App uploading.
Key resources
IT experts to develop the App.
Cloud service to manage and store data.
Marketing efforts to run the advertising campaign.
Legal entities to stipulate contracts with partners.
Cost
structure
Design and coding
Prototyping
Agreements: E-commerce platform & digital actors
Marketing campaign
Cloud services
Cyber security
see the Appendix at pag. 50
2.10.BUSINESSMODELCANVAS
37

38. Every innovation will not last for a long time without updates, improvements and logical
modifications. Banking will rapidly enter in customers’ life and, as a consequence, the new services
shall be considered as a starting point for something bigger. Getting close to customers and being
aligned with future trends are a must. The following ideas are just a hint of what is coming next:
• Creation of a new platform: ING should create its own platform comprehending services and
focusing more on the social side. Customers should have the possibility to use ING offerings in a
shared ecosystem with other ING customers.
• Mixed playlists: customers can add items from different e-commerce shops in the same shopping
cart/playlist.
• Customized loans and insurance: ING can provide personalised offers according to the data
collected from customers, based on tracking expenses and sub-wallet management.
• Using the sub-wallet logic in trading: users can be followed with services similar to the sub-wallet
ones for trading purposes on stock exchange.
• Payments and reminders: customers can set a reminder directly connected with the payment party
and they can execute the transaction immediately by accepting the reminder’s notification.
• Rating and price comparison: product comparison should hug simultaneously more e-commerce
platform offering comparison based on price and rating.
• Special playlist for gift: users can share playlists with others, even if they are not ING clients but
given such a permission. They can modify the list and decide the destination of the items.
• Partnership with Google: would allow ING to share with the company the Google calendar,
collapsing all new services and interface in a single widget.
Shaping the future
38
2.11.FUTUREGUIDELINES

39. 3.TEAM
ORGANIZATION

40. When the group was created, everyone felt curious and disoriented. All the members were
wondering about what they were supposed to do. In the forming phase, the team tried to spend time
all together (for example through lots of lunches) to know each other more deeply. The relations were
very good, IN-Genium spent so much time talking about common interests. Italian, Egyptian, Pakistan
and Turkish are the nationalities of the team and this diversity probably was the key to solve the
problems we incurred during these months. The team’s usually appointment was meeting for lunch at
the “Rossa bar”, in Bovisa department, where Italians explained the ingredients of the sandwiches to
foreign group members! This phase was the funniest one because each member had a great time
laughing together and formed a better understanding of his colleagues; the time spent was precious.
The next phase was the storming one, where everyone recognized the benefits of a shared leadership.
In fact, this approach favoured communication and allowed everyone to express his own ideas and
doubts in a peer to peer environment.
Since the early beginning, the team noticed that they were losing a lot of time due to the lack of
organization (hours wasted always remaining at the starting point creating nothing meaningful).
Consequently, it was necessary to set some procedures (norming phase). The first one was “for every
meeting a specific topic and a regulator must be selected”. The regulator had to monitor time, match
it with the session’s agenda and try to guarantee discipline within the group. He/She was nominated
every time so each member has been the regulator at least two times. The second norm of the team
was “if you arrive late you are in debt of half Spritz with the group”. At the end of the project, the
members spent all the “spritz fees” collected for a happy hour all together. Concerning our work, the
most important issue was the respect of others’ work, so colleagues tried to be always present and
work as much as possible, not only for themselves but for the team’s final goal. This was not a real
rule but simply a good practice for living in a society: respect for other and work hard with
seriousness!
40
3.1.INTRODUCTION

41. In the performing phase, IN-Genium team had long and useful discussions and continuous
improvements. They set the main steps that have to be followed. This phase required hard work
because the workload was approached in a very detailed way, conducting several analysis and
researches. As always, working on a project means encountering failures. Italian members introduced
for the team the concept that “failures are only new incentives to find a better way to achieve goals”.
This vision was derived from their previous experiences at the bachelor degree in Politecnico: “we
never have time to give up!”. In order to be more efficient, we work separately in smaller groups
made of at least 2 people. This workload division did not separate physically the teammates, in fact,
they always worked together in the same place as much as possible. These subgroups were not fixed,
in this way everyone had the possibility to work with all the other members. The team tried to meet
almost twice a week to check the progress of WIP, share opinions and, if necessary, adapt the
planning to new needs and deadlines. Sometimes, it happened that the team was forced to work
separately due to private commitments. To remain informed about the progress of project,
WhatsApp and Google Drive have been used to share outputs and to be updated.
WhatsApp was used for the instant communication. It was more convenient for all the
team members and it created a friendly atmosphere. We shared a lot of useful links
(URLs) and photos. After a few weeks, we started to use WhatsApp also for a stuff
that is not linked strictly with the project, such as sharing funny videos or planning a
beer together.
Google Drive is quite known for sharing and organizing files between team members.
Everyone could work remotely and simultaneously. Many information, articles and
papers were updated on the platform in order to be later analysed by the team and
instantly available to everyone.
The most important part of the group work was
achieving the final idea. We got it through an
inside-out process. The next paragraph explains
how it happened...
41

42. The generation of the idea started when one of us felt irritated because he knew that, once again
during the same month, he should have gone to the supermarket to buy pasta, canned tuna and
some biscuits. He could not stand this situation because he had very little amount of free time and
he would have spent this time in totally different ways. A question started to echo in his mind:
“Why must I always go to the market to always buy the same things?”
Having no solution for this problem, he started to think about a new way to tackle his issue. The day
after, as soon as he arrived at university, he started to explain his train of thoughts to one colleague
he knew from the Bachelor. Immediately a discussion started. The confrontation with his friend was
really useful because the other guy argued lots of questions. They agreed about the fact that the
perfect solution should be someone who could go shopping instead of you. For sure this person has
to know what you need and pay for you managing your money. The two friends then realized that
this malaise could be used for the ING project innovation; in fact, bank could be the person they
were looking for. They felt enthusiastic, so they decided to propose this idea to rest of the team.
42
3.2.THEPROCESS

43. During the following meeting with IN-Genium, the two guys exposed their vision about the periodical
shopping that everyone must do, buying always the same things. Everyone inside the team was
agreed about the fact that the bank could solve this problem. To this meeting followed many others,
but always there was something that required further debates. Then the new direction clearly
appeared: the bank should follow people also in their everyday life. In this part of the project we
didn’t share our vision with anyone, because firstly we wanted to make our perspectives clearer and
more structured. This phase was very long; we argued, discussed, encouraged others. Finally, after
weeks, we all agreed on one strong point: the bank should know you better to lighten everyday life
troubles. Bank appears as a friend who does something for you. Everyone agreed that this could be
completely a new, modern concept of banking. Hence, we started to develop this idea also by asking
outside our group about the feasibility of offerings, also trying to receive some feedbacks and critics.
This could be the final proof because this phase could destroy the direction or make it even more
viable. We asked managers of one the most famous supermarkets’ chain, professors and ING
managers during the reviews. From interpreters the team found new suggestions and insights to go
deeper in the direction. IN-Genium began working hard literally day and night. The result was a
portfolio of three main services coherent with the new direction. People were the main ingredient in
the process. In fact, without the right synergy among colleagues everything would have not been
possible.
43

44. Filippo is our creative member. In fact, he handled the design part for every single detail.
He also had a long-time vision to understand instantly if an idea is brilliant. He preferred
unconventional ways to approach problems that have proven to be efficient and
meaningful. He had always tried to organize the work load to avoid wasting time.
Francesco was precise in every aspects of the project. He was the most prepared about the
lessons’ content. So, he became the refence for the theoretical part. He is also strongly
focused on what should be done. He was fundamental for the team in respecting the
deadlines and planning.
Diaa was a great surprise as soon as he overcame his shyness he has shown his people-
orientation. He always cared about other members in a very friendly way, but he was also
very focused on the project and kept attention to all the deliveries we had.
Murat studied Mechanical engineering during the bachelor, for this reason he was one
of the most practical and rational member of our team. Thanks to his precision and
meticulousness he gave always the guidelines to go deeper in what we were doing.
Marta was well organized and practical, however she was able to give attentions to
everyone. Marta showed, during all project, marked capability to influence everyone with
good vibes. Marta’s propensity to other people has been fundamental to manage the
team’s stress.
Fabio has been very efficient in doing all his part, always focusing on the direction of our
work. His creative aspect was well balanced by his strong detail orientation. In order to
present the best report possible he worked a lot on how to present written contents.
Muhammed has shown a tendency to criticism, he was very stickler. His support to the
project should have been more valuable.
44
The Whole Brain analysis lets the team describe its
members and understand the dynamics inside it. The team
has chosen at least one color for each member, according
to how she/he has performed during the project.
3.3.WHOLE-BRAIN

45. “This project lets me understand the big importance that a Team has. It can help you,
listen to you, talk to you, make you angry… but the most relevant thing are the people
and I was so lucky! I improved my emotional capacity to manage stress.”
“I realized I am changing my behavior within a team work, I grew up and I learnt that
sometimes we have to face challenges to make everything better. This experience taught
me how important is listening to the other people. ”
“Thanks to this work I learnt many things about other cultures, we exchanged our
country knowledge which was so interesting. I used to work at home, but I felt
interesting working with my teammates. This experience changed my way of working. ”
“I can say that I learnt a lot. Working in a group allowed to put some theory concepts into
practice and having longer meetings and discussions made it much more clearer and easy
to remember and understand. Moreover, being in a mixture of different skills and
backgrounds enriched my technical abilities and showed me different ways of goal
approach. Last but not least, I made very nice friends which makes me happier.”
“I really enjoyed working with people I almost never talked to. The project has been long,
but the efforts were always repaid by the company. After this project, I believe more than
before that details are fundamental for good results.”
“I could not be able to be always present, but I met great and amazing people. My regrets
are about my numerous absences because I know that I lost a very good opportunity to
increase my soft skills and maybe to know more deeply about my team members.”
“I am very pleased about the result of the project because I learnt how to behave in a
group. I like to face challenges in life so I felt comfortable in trying to organize my work
with my colleagues’ results for a common goal.”
45
3.4.OURCONSIDERATIONSONTHEEXPERIENCE

46. THANKFOR
YOUR
ATTENTION

47. 4.APPENDIX

48. 48
Think Forward Strategy: “Empowering people to stay a step ahead in life and business”. In a fast-
digitising world, customers’ needs and behaviours are continuously changing. They want to make
their own decision but they expect solid support. ING can do it as a strong partner that empowers
people to offer the best solutions possible.
4.2.NETPROMOTERSCORE
Net Promoter Score (NPS) expresses customers’ satisfaction asking them “how likely is that you would
recommend our company/product/service to a friend or a colleague?”. The question has a scale from
1 to 10 with 10 being the most likely. NPS is calculated using Promoters (consumers that answered 9
or 10) minus Detractors (consumers that answered 1 to 6). Consumers that answered 7 or 8 are called
Neutrals or Passives and are not taken into consideration for the calculation of the NPS.
4.1.THINKFORWARDSTRATEGY

49. 49
The Use Case diagram is a representation of the actions (use case) that the system can perform in
collaboration with different external users of the system (actors). The system is our subject, in our
case, it represents the service we want to offer to ING clients. The boundaries of the system
(external box) contains all the activities that the system can manage and the actors can perform.
The figures on each side, represent the actors involved in the system. They can be users or different
external information systems. The hoops, in the system, symbolise the “use case”. The “use cases”
are the functions that the system has to perform and the different actors can do. The straight lines
describe the associations: the direct linkages between actors and actions. They represent the
standard actions the actors are allowed to perform through the system. The dotted lines define the
connections between different actions, two types of linkages exist: <<include>>: referring to a use
case that requires the next use case in order to work. Another linkage is: <<extend>>: referring to a
use case that can use the next action. It’s an “extension” of the main action.
4.3.USECASETHEORICALEXPLANATION

50. 4.4.COSTSANDBENEFITSANALYSIS
50

51. 5.REFERENCES

52. 52
1. Verganti R. (2016),” Overcrowded”, The MIT Press
2. Mohanbir Sawhney, Sridhar Balasubramanian, Vish V.Krishnan (2004), “Crating growth with
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3. ING Group (2017), “2016 Annual Report ING Group N.V”
4. A.T. Kearney (2013), “Banking in a Digital World”
5. KPMG (2016), “Digital Banking, i bisogni e le aspettative delle banche italiane”
6. Rick Splitler, Sherief Maleis (2013), “Digital Banking: building the business case”, Novantas, vol.4
n.2
7. Olson P. (2016) “Report: Facebook Is Turning Messenger Into A Mobile Wallet”, Forbes
8. Comarch (2016), “Whitepaper CRM & Marketing: gamification, quali sono le prospettive?”
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10. pwc (2011), “Millennials at work, reshaping the workplace”
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iphone-ipad-windows-phone-blackberry)
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web»”, Il Sole 24 Ore (www.ilsole24ore.com/art/tecnologie/2016-08-18/cyber-security-come-si-
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tech/future-tech/behavioural-biometrics-the-future-of-security-1302888)
14. Skinner C. (2016), “The Top ten trends in Banking Innovation” (thefinanser.com/2016/02/the-
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challenges and IoT” (thefinanser.com/2016/02/the-top-ten-trends-in-banking-innovation.html/)
16. Marous J. (2016), “Millennials Won’t Wait for Banks to Understand Them”
(https://thefinancialbrand.com/62278/banking-millennial-digital-mobile-marketing/)
17. Ngomo A. (2016), “My bank, my friend” (https://www.finextra.com/blogposting/13122/my-bank-
my-friend)
18. Missaglia V. (2017), “Niente carta di credito? Tranquillo, c’è Amazon Cash”
19. https://www.ingdirect.it/chi-e-ing-direct/il-gruppo-ing.html
5.REFERENCES