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| Topic: |
Technology
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| Number of pages / Number of words: |
2 / 378 |
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En el 2001 el principal negocio de Charles Schwab, la correduria a descuento (discount brokerage) estaba en plena caida. Las ventas habian caido un 25%, mientras y las utilidades netas cayeron en 72% debido a que el promedio de transacciones realizadas por los clientes cayo un 34%.
El reto para David Pottruck era reestructurar o reinventar el modelo de negocio original de Charles Schwab, ofreciendo servicios de correduria y asesoria financiera a tres clases de inversionistas que ellos definieron como:
- "Self-directed investors", que preferian manejar sus inversiones ellos mismos y solo requerian de informacion y herramientas para lograrlo
- "Validators", quienes tambien preferian manejar sus inversiones pero requerian algun tipo de consultoria financiera...
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En el 2001 el principal negocio de Charles Schwab, la correduria a descuento (discount brokerage) estaba en plena caida. Las ventas habian caido un 25%, mientras y las utilidades netas cayeron en 72% debido a que el promedio de transacciones realizadas por los clientes cayo un 34%.
El reto para David Pottruck era reestructurar o reinventar el modelo de negocio original de Charles Schwab, ofreciendo servicios de correduria y asesoria financiera a tres clases de inversionistas que ellos definieron como:
- "Self-directed investors", que preferian manejar sus inversiones ellos mismos y solo requerian de informacion y herramientas para lograrlo
- "Validators", quienes tambien preferian manejar sus inversiones pero requerian algun tipo de consultoria financiera...
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