This is an interesting case, as Compartamos has successfully tailored its business model to serve lower income segments, which represent a significant portion of Mexico’s population and have been historically underserved by large-cap banks. An interesting point of evidence of Compartamos’ successful model is that its stock price has over-performed large cap banks in Mexico over the last years. Also, they are now expanding into new business lines (such as remittances, with the recent acquisition of Intermex) and have expressed their intentions of expanding their model into other countries with similar demographic profiles across Central and South America.
Interesting analysis of CIBC’s investment banking operations. The model described worked successfully a few decades ago, when labor market and regulatory environment allowed banks to impose some of these measures without a significant impact in talent recruiting and retention (which in the end is their main asset). Since then, generational, technological and industry changes have taken place. The millennial generation values work/life balance more than prior generations. In addition, there is today a wider range of sectors competing for the same pool of talent targeted by investment banks (e.g. consulting and tech companies). So in brief, this is a good example of an operating model that has not successfully adapted to a change in conditions.
Very interesting post. An additional relevant trend for sportswear brands is how these companies were able to expand their addressable markets by positioning their brands for urban wear. With regards to this topic, Adidas was more successful than Nike. Adidas created its Originals product line, and conducted marketing efforts with artists like Katy Perry and Nicki Minaj as ambassadors, instead of athletes. Also, Adidas Originals stores have a ‘look and feel’ that resemble more casual apparel stores rather than sporting goods stores.