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Cohort 9 students take a photo at the IND Group headquarters with CEO Balazs Vinnai.

Today, members of Stetson University Executive MBA Cohort 9 visited technology leader IND Group at its headquarters in Budapest, Hungary.

IND, which stands for Interactive Network Design, is an Internet banking company. It was founded in 1997 by Dr. Balazs Vinnai and two friends. Vinnai, the CEO, led the presentation during today’s visit.

When Vinnai and company launched IND Group, they did so with the equivalent of $159 euros (U.S. equivalent: $200). Now IND’s revenues top $12 million euros. Through growth and acquisition, the company has expanded to include 220 employees serving 15 countries in Europe and the Middle East.

Cohort 9 students Christina Boncela, Glorimar Hefner, David LaRocque, Gwen Schaefer and Lindsay Swantek served as the student business team for this business visit. They were prepared to discover the behind-the-scenes operations and future direction of this innovative company.

IND Group is a young, entrepreneurial company. Its goal is to provide a fresh, simple and engaging online banking system. It provides its technology to the banks so that they can differentiate their services to prospective members. Vinnai has a clear vision and understanding that this financial data must be a mobile channel with anytime, anywhere, secure access and with complete transactional data funneling back to the user immediately.

Vinnai said he believes the keys to IND’s success are building online banking for the future, focusing on innovations, using deep customer insight, making the product “sexy” (attractive appearance/graphs) and having simple views and graphs so clients can see and understand their personal financial situation. Vinnai added that compliance is huge and needs to be considered at all times.

Vinnai shared that one of the challenges is building a strong corporate image. This is very important because banking is so conservative and IND must gain respect and credibility. IND is a young team (average age lower than 30 with less than 10% turnover), especially within the Eastern Europe region, so the company must earn trust — and professionalism is a must!  IND also must always keep in mind its competitors.

Business team members Christina Boncela, Lindsay Swantek, David LaRocque, Glorimar Hefner and Gwen Schaefer had questions for Vinnai.

Swantek asked what the average age user of IND is, adding that dealing with dollars and banking usually impacts an older customer and the younger ones are the experienced technology users.  Vinnai said that, as an example, the average age user in Iran is younger than 25, mainly because government has given all students Internet free, so they are comfortable with technology and moving this new generational tool forward.

“Is IND focused on the banking or retail space?” asked Hefner. Vinnai explained that the tool is for anyone, has import and export capabilities and was developed as a business-to-business concept.

LaRocque asked how IND Group keeps its employees innovating. Employees maintain their innovative spirit by working on teams, spread throughout the countries. A lab serves as a hub to drive creativity, innovation and collaboration. Vinnai added that the employees spend 60% of their time on current maintenance and customer issues and the other 40% on innovations.

Schaefer knew that customization was important in IND’s technology tool, but she asked Vinnai how IND is able to keep pace. IND works with local partners, he said, and about 60% is made by these alliances.

Vinnai mentioned that he wasn’t sure that IND Group was the best name. Christina Boncela asked if he had considered rebranding? Vinnai said that company officials had considered doing so but didn’t feel the return was there. Instead, the company attends targeted conferences and worldwide shows as a form of advertisement, regularly hosts effective innovation breakfasts for banks and bankers, and presents webinars. He said these methods have proved to be the best way to market IND Group.

Cohort 9 student Toshimasa Mastsumura asked Vinnai to explain IND’s business model. Vinnai said IND receives a license fee immediately and then an ongoing annual maintenance fee.

In closing, Vinnai shared that selling IND’s solution is a long-term sale, for one year or more. It can remain competitive and flexible because its products can run on any platform and work closely with selective partners. Visualization and usability are key to make their product “sexy.” IND uses college students to test products, which is helpful in the development process and keeping it current. “Even young kids today don’t understand why TV doesn’t swipe like the iPad,” said Vinnai, “and this is where we are headed!”

“Our entire group enjoyed the CEO sharing his wisdom, experiences and fresh approach to where online banking and tools are moving toward,” said Wendy Lowe, Executive MBA program coordinator.

 

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